an official “warning” from the Munich Party Court, Popp put the matter to rest, not least to prevent the issue from escalating and endangering his position as Chairman of the Board of Management of BMW AG. Popp’s skepticism against shifting the focus of production at BMW to aircraft engine production was based on his thinking that this would provide a one sided orientation for the group by focusing its activities on armament in preparation for war. Although this area was financially lucrative, it would mean that the group was heavily dependent on decisions made by the National Socialist regime. In June 1940, he wrote to the Chairman of the Supervisory Board, Emil Georg von Stauss, explaining that the situation could “threaten the very existence of BMW AG if there were any setback to aircraft engine production”. The strategically important position of BMW for air armament would lead to a rise in the volume of specifications and more interference from political and military agencies, which would in turn increasingly restrict the scope for entrepreneurial manoeuvre. This would weaken the position of the group’s management. It would also erode the position of Franz Josef Popp, who up until then had directed the company largely autonomously and autocratically. Tense climate As the war progressed, the increasing shortage of labor and raw materials combined with the opaque procurement policy of the Reich Air Ministry to ensure that BMW fell well behind the production output requested. This increased the pressure pervading the already tense atmosphere between Popp and the responsible General Aviation Supervisor Erhard Milch in the Air Ministry. Popp’s attempts to gain backing from influential official quarters against Milch’s demands and to obtain realistic production requirements proved counter-productive. The General Aviation Supervisor felt slighted by Popp’s actions and accused him of refusing to perform his duty and of sabotage. Since Popp’s management style had already caused significant tensions in the BMW Board of Management prior to the disputes with the ministry, the Supervisory Board attempted to solve the conflicts by granting Popp leave of absence in January 1942. To prevent public speculation about the management change, Popp was appointed to the Supervisory Board but was no longer able to influence the day-to-day running of the company from this position. Unsuccessful comeback Directly after the end of the war, at the age of 59, Popp was again appointed by the Supervisory Board to the Board