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Bentley has built more than 20,000 Bentaygas in four years

It might not feel like it, but Bentley has been building an SUV for four years now. The Bentayga was introduced in 2015 and entered production at the beginning of 2016. Since then, the model's lineup has expanded to a range of six variants and numerous powertrain options. In total, Bentley has built more than 20,000 examples of the Bentayga, and demand does not appear to be dropping.  Like Rolls-Royce, Lamborghini, and Aston Martin, Bentley turned to the crossover and SUV market for a bump in sales, and the Bentayga has been a brand MVP ever since. Buyers have the choice between the Bentayga, Bentayga V8, Bentayga V8 Design Series, Bentayga Speed, Bentayga Diesel, and Bentayga Hybrid, as to ensure there's something for every type of buyer.  The launch powertrain in the Bentayga was a twin-turbocharged W12. It made a claimed 599 horsepower and 664 lb-ft of torque. At full blast, it is capable of running 0-60 mph in 4.0 seconds and tops out at 187 mph. Bentley topped those impressive numbers with the release of the Bentayga Speed. It too used a twin-turbocharged W12, but on those models, it made 623 horsepower. With a top speed of 190 mph, Bentley claims the Speed is the fastest SUV in the world.  Downgrading in engine size and power, the Bentayga V8 was unveiled in 2018 with a twin-turbocharged 4.0-liter eight-cylinder engine. It makes 542 horsepower and 568 lb-ft of torque, and with the foot to the ground, it can do the 0-60-mph scoot in 4.4 seconds. Top speed is capped at 180 mph. Bentley offers a Bentayga V8 Design Series for those searching for a more specialized look.  The other two options are the hybrid model or the diesel model. The diesel, which is not available in the U.S., has a triple-charged 4.0-liter V8 that produces 429 horsepower and 664 pound-feet of torque. The plug-in hybrid, Bentley's first foray into brand electrification, combines a 17.3 kWh lithium-ion battery pack, an electric motor, and a V6 engine. Together, the system makes a claimed 443 horsepower and 516 lb-ft of torque.   If those versions of the Bentayga were too bland, Bentley has also offered several special-editions of the questionably designed luxury off-roader. There was the Pikes Peak edition that commemorated the Bentley setting the Pikes Peak SUV record. There was a Stetson edition with Texas flair. And we can't forget our personal favorite: the Bentley Bentayga Falconry by Mulliner. Related Video:

Volkswagen Group's Vision 2030 strategy could bring revolution to the brands

One would expect a corporate plan called "Vision 2030," looking 11 years ahead through wildly tumultuous times, to involve great change and numerous forks in numerous roads. According to Automobile's breakdown of Volkswagen's path forward, though, the plans contain some lurid potential surprises. The ultimate aim is return on investment, and that means ruthless reorganization of a conglomerate with eight primary car brands, two car sub-brands, and Ducati motorcycles. The first two Vision 2030 cornerstones Automobile mentions are near boilerplate: Production network restructuring, and "streamlining of key technologies." The latter two are the ones that could upend what we know as the Volkswagen Group: focusing on the Group's core brands — meaning Audi, Porsche, and VW — and transitioning to EVs, autonomy, and other mobility solutions. Based on the report, a quote from Audi's CTO referring to the Audi brand could cover how the Group plans to handle all of its brands: "We need to find a sustainable solution for the indefinite transition period until EVs eventually take over." The boutique divisions adjacent to carmaking, Ducati and Italdesign, look likely to be spun off. For the halo car brands — Bentley, Bugatti, and Lamborghini — apparently shareholders want double-digit returns on investment, and the trio doesn't have long to hit the target. One eyebrow raiser is when the report states, "Bugatti is tipped to be gifted to [ex-VW Group Chairman] Ferdinand Piech." Piech fathered the Veyron during his tenure at VW, and it was thought he commissioned the La Voiture Noire, but he's lately stepped so far back from VW that he sold all his shares in the Group. Automobile quoted a senior strategist as saying of money-losing Bentley, "Why invest on a backward-looking enterprise when you can support a trendsetter? A proud history and excellent craftmanship alone don't cut it anymore." We guess no one at Ferrari, McLaren, or even Porsche got that memo. Bentley is reportedly close to being put in time out, and if brand CEO Adrian Hallmark can't right the Crewe ship, the hush-hush Plan B is to prop the Flying B up enough to lure a buyer. As for Lamborghini, caught between two masters at Audi and Porsche, even record-breaking numbers at the Italian supercar maker barely staved off sacrilege. It's said that VW brand CEO Herbert Diess considered putting a 5.0-liter Porsche V8 into the Aventador successor.

VW Group to split brands under four holding companies

The Volkswagen Group is planning a tremendous shift in its internal structure that will decentralize operations by splitting its 12 brands into four different holding companies. Here's the breakdown. Things will be split logically, considering the inter-sharing of parts, platforms, and engines. The Volkswagen brand, Seat, and Skoda make up a passenger vehicle division led by former BMW man Herbert Diess. Audi, which is tightly intertwined with Lamborghini and motorcycle manufacturer Ducati, will be managed by current Audi exec Rupert Stadler. Porsche and Bentley, which are already quite close, will be joined by Bugatti and run by Matthias Mueller. Finally, a commercial vehicles division will include Volkswagen Commercial, Scania, and Man. Former Daimler exec Andreas Renschler will take care of the big vehicles. The massive move, according to Automotive News Europe, is part of an internal VAG effort to move away from the structure established by ousted Chairman Ferdinand Piech, who favored a compact, but highly centralized, management structure to oversee the independent actions of the company's brands. Criticism of Piech's arrangement stemmed from the company's slow responses to changes in the market, ANE reports. The new structure should make for a more efficient, streamlined company that's better able to make crucial decisions. What are your thoughts? Should VAG decentralize, or did Piech have the right idea? Have your say in Comments.