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Bentley re-creates one-of-a-kind sports sedan destroyed in 1939

Bentley's Mulliner division specializes in making one-off (or few-off) projects for clients willing to foot the bill. They're the folks you'd want to talk to if you want a long-wheelbase Flying Spur, a Bentayga-based dually pickup, or anything in between. The division only works on new models, but it stepped outside of its comfort zone to re-create a one-of-a-kind Bentley manufactured and destroyed in 1939. The project is part of Bentley's on-going centennial celebration, and finishing it in time was easier said than done. It made building a concept car like the EXP 100 GT look like assembling a Lego kit. The original Corniche disappeared after getting bombed by the German army, and a majority of the people who saw it in person are dead, so the men and women tasked with resurrecting it only had a handful of period, black-and-white photographs and technical drawings to work with. The final product looks stunning, and Bentley claims it's identical to the original in every way. Parts like the chromed headlight bezels, the droplet-shaped fenders, and the wooden dashboard were exclusive to the Corniche, so they had to be manufactured from scratch using the correct materials, and the right production techniques. The British firm could have saved itself the trouble of re-creating this unique part of its history if another car hadn't pulled out in front of it 80 years ago. Bentley made the original Corniche during tumultuous times as it explored the possibility of releasing a more powerful variant of the Mark V scheduled to make its debut in October 1939. It asked French designer Georges Paulin to draw a futuristic, streamlined body, and it commissioned Paris-based coachbuilder Carrosserie Vanvooren to build it using thinner-than-normal steel to save weight. The Corniche lapped the Brooklands track for the first time in May 1939 and quickly reached over 100 mph, an impressive speed at the time. Testing continued in rural France, where the big Bentley blended in as well as a flying saucer. In August 1939, one of the company's test drivers swerved to avoid another car, rolled, and wrapped the aerodynamic front end around an unsuspecting tree. Bentley separated the body and the chassis. It immediately shipped the chassis to its headquarters in Crewe, England, and curiously asked a local shop to repair the body instead of sending it back to Vanvooren in Paris.

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.