Ford Case Analysis

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The New Heat At Ford SA Davenport University Management 645 Dr. McGunagle Situation: In the year of 2007, BusinessWeek published an article on the radical changes made in Ford Motor Company by new President and Chief Executive Officer, Alan Mulally. New president was previously the CEO of Boeing and executive vice president of Boeing Commercial Airplanes [Wikipedia] who started his adventure with the company as aeronautical and astronautical engineer. Regardless of outstanding leadership style and accomplishments for which he was awarded numerous times, selection of Alan Mulally was a surprise to the entire auto industry. "There are almost no examples of significant industry outsiders among the 300 biggest U.S. companies”, said Stephen Mader [Lunsford & McCracken, 2006]. Decision about hiring Mulally was made by William C. Ford Jr., current company CEO at that time, who “concluded that an insider could no longer fix Ford” and “the job required the emotional detachment of an outsider” [BusinessWeek]. Despite internal resistance from employees, disbelieving opinions regarding reforms from top executives and other observers, new Ford President is praised for his lack of “intellectual biases and habits that have gotten Detroit into so much trouble” [BusinessWeek]. Mullaly who took over restructuring plan “The Way Forward” to reverse Ford business losses led the company to first profitable quarter in several years [Wilson, 2006]. The goal of this case analysis is to define, examine and propose answers to questions arising from the case study. The following objectives will be analyzed: the key issues Alan Mulally has to work with, his leadership skills that put the company back on track and possible solutions and their implementation to

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