Getting the system right


One team requires people working together as a lean, global enterprise for automotive leadership as measured by: Customer, Employee, Dealer, Investor, Supplier, Union/Council and Community Satisfaction.

One plan requires:

Aggressively restructuring to operate profitably at the current demand and changing model mix

Accelerating development of new products our customers want and value

Working together effectively as one team (matrix organization of functions serving business units).

The goal is an exciting and viable Ford delivering profitable growth for all.


Foster Functional and Technical Excellence:
o Know and have a passion for our business and our customers.
o Demonstrate and build functional and technical excellence.
o Ensure process discipline.
o Have a continuous improvement philosophy and practice.

Own Working Together:
o Believe in skilled and motivated people working together.
o Include everyone; respect, listen to, help and appreciate others.
o Build strong relationships; be a team player; develop ourselves and others.
o Communicate clearly, concisely and candidly.

Role Model Ford Values:
o Show initiative, courage, integrity and good corporate citizenship.
o Improve quality, safety and sustainability.
o Have a can do, find a way attitude and emotional resilience.
o Enjoy the journey and each other; have fun – never at others’ expense.

Deliver Results:
o Deal positively with our business realities; develop compelling and comprehensive plans, while keeping an enterprise view.
o Set high expectations and inspire others.
o Make sound decisions using facts and data.
o Hold ourselves and others responsible and accountable for delivering results and satisfying our customers.

Mike Mulally carries copies of this, his shared plan and policy for changing and leading Ford. A company not owned by taxpayers.

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2 Responses to “Getting the system right”

  1. Inderjit Arora Says:

    These are universally applicable. Thanks.

    • John Broomfield Says:

      I thought was a particularly good example of a leader specifying what must happen to secure change.

      Soon after he published it his company reported a loss of $17 billion. Yet his managers reported all was green (signifying no problems to be discussed by the team). Calmly he asked for the truth and still protects those who explain their red and amber reports.

      Now the team benefits from the appropriate parts of their system being changed to return the company to profitability.

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