In the Driver’s Seat
In the driver’s seat
One ford....one team....one plan..one goal.tens of thousands of ford employees carry around these words with them on laminated wallet-sized cards.m why? These words reflect the vision CEO Alan Mulally has for the future of ford Motor Company. And pursuing that vision has implications for how the company will be structured.
Mulally joined Ford Motor in September 2006 from Boeing,where her had led a successful turnaround effort. And ford,facing serious challenges ,needed someone like him.between the fierce competition in the global car industry and the realities of its manufacturing and product development deficiencies, the company’s financial condition was worsening .family member Bill ford “handpicked his successir as CEO,gambling that Alan mulally’s team-building skills and industrial savvy would inspire and embolden employess anough to revive the hard-up automaker.”
Mulally’s first move was to “immediately dust off his Boeing playbook” as he looked to implement many of the same strategies tha had worked in turning around Boeing . although he recognized tha massive problems facing the company is achiving strategic competitiveness and profitbility ,he was determined to take the dramatic ,painful steps and to “plow through gu-wrenching change” to transform the company and return it to global prominence . Guiding his intial efforts was the way forward plan that was firts announced in January 2006 and the implementation of which was accelerated in september 2006 when Mulaly was appointed CEO. This comprehensive plan addressed seven areas where strategic changes would be focused : bold leadrship ; customer focus ; strong brands ; bold, innovative products; great quality ; clear pricing ; and competitive cost and capacity . Mulally also identified four key priorities : (1) aggressively restructure the company to operate profitsably at the current real demand and changing model mix; (2) accelerate product development with new products that
One ford....one team....one plan..one goal.tens of thousands of ford employees carry around these words with them on laminated wallet-sized cards.m why? These words reflect the vision CEO Alan Mulally has for the future of ford Motor Company. And pursuing that vision has implications for how the company will be structured.
Mulally joined Ford Motor in September 2006 from Boeing,where her had led a successful turnaround effort. And ford,facing serious challenges ,needed someone like him.between the fierce competition in the global car industry and the realities of its manufacturing and product development deficiencies, the company’s financial condition was worsening .family member Bill ford “handpicked his successir as CEO,gambling that Alan mulally’s team-building skills and industrial savvy would inspire and embolden employess anough to revive the hard-up automaker.”
Mulally’s first move was to “immediately dust off his Boeing playbook” as he looked to implement many of the same strategies tha had worked in turning around Boeing . although he recognized tha massive problems facing the company is achiving strategic competitiveness and profitbility ,he was determined to take the dramatic ,painful steps and to “plow through gu-wrenching change” to transform the company and return it to global prominence . Guiding his intial efforts was the way forward plan that was firts announced in January 2006 and the implementation of which was accelerated in september 2006 when Mulaly was appointed CEO. This comprehensive plan addressed seven areas where strategic changes would be focused : bold leadrship ; customer focus ; strong brands ; bold, innovative products; great quality ; clear pricing ; and competitive cost and capacity . Mulally also identified four key priorities : (1) aggressively restructure the company to operate profitsably at the current real demand and changing model mix; (2) accelerate product development with new products that