Quote:
Originally Posted by heero_yuy
I can understand how it happened though: Pressure to get test emissions down without affecting on-the-road performance, a brainstroming meeting and a bright spark with some "out of the box" thinking. The actual fixes may only have been known about by the development teams rather than the CEO etc.
I've been in those sorts of meetings where we're steering round patented proceedures and designs with devious firmware / software and tricks.
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Not too dissimilar to what went on within the banks (and more recently the charitable sector) I imagine - direct and indirect pressure to hit targets with not enough oversight and questions being asked about how the results (e.g. sales/profits) were being obtained. It suited those at the top to be able to distance themselves from anything dubious. Who wanted to ask tough questions and hear bad news when fat bonuses, bloated pay packets and shiny gongs were at risk? I seem to recall an HBOS executive doing just that before the crash and getting sacked for his diligence and honesty...
I wonder how any executives who might be implicated in this will be treated if found guilty of wrongdoing - will they walk away with pay offs and fat pensions or really be called to account? Time will tell.