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The recent BusinessWeek PR puff piece profile on Ford Motor Company Boss Alan Mulally ought to be informative to the inexperienced know-nothings President Obama selected for his Car Czar “Central Committee.”
Of course, General Motors and Chrysler might not hang on long enough to suffer – or in the longest of long-shots, benefit – from the collective wisdom of a group of political/environmental hacks (some of which do not even own cars, and none of which have ever built or tried to sell one).
But miracles may happen.
One or both of the “Beg 2" might make it into summertime without being totally bankrupted by the confluence of: (a) the traitorous Japanese invasion, (b) the insatiable greed of the United Auto Workers union,(c) the corrosive, anti-Detroit drum beat of the automotive press, (d) the virtual collapse of the American financial system, (e) the crush of Federal regulations that have bled the life out of the American automakers for nearly four decades (and which cede huge cost advantages to places like India, China, South Korea, and even Japan in some instances), (f) America’s “U.S.A. Last” trade polices; and (g) the twenty trillion dollar spending binge at the heart of Obamanomics.
If they hang on, Obama’s “Car Czars” “Central Committee" could actually influence the direction of the U.S. auto industry. And they could do worse in taking a few cues from Alan Mulally.
Mulally is an attractive example because he cannot be tagged with the claim that he’s one of the Detroit insiders that Senator Richard Shelby and the “let’em die/let the Japanese win” crowd claims caused the entire problem (ignoring Washington D.C.’s expensive interference in the free markets). He’s an “outsider,” just like the clueless rookies on the “Central Committee.”
Of course Mulally rolled into Dearborn as a seasoned manufacturing executive, and not some idealistic think-tank/academic/bean counter who knows more about “Earth Day” than the day-to-day operations of a Fortune 5 automaker. But Mulally was not a consumer of American automobiles or even an automobile enthusiast.
So how has he kept FoMoCo out of the hands of the bankruptcy court or the Obama “Car Czar” “Central Committee?”
1. He listened.
By the time Mulally took Ford's helm, he had met with every senior staffer and asked a trunkful of questions. "Alan said there was a lot he didn't know, but that he was a quick study," says [William Clay Ford, Jr.]. But once he settled in, Mulally began providing the answers, meeting with employees in groups ranging from 25 to several hundred. No speeches. Just off-the-cuff remarks followed by 45 minutes or so of Q&A.
2. He required realistic transparency.
The old Ford way rewarded the creation of fiefdoms, top-down decision making, rejection of outsiders, delayed responsiveness, me-first careerism over teamwork, frequent reassignments among leaders, and “CYA” hiding of problems.
Mulally has instead encouraged a constant data stream, reduced leadership shuffling, quick responses, collaboration, and transparency. In other words, Mulally is attempting to apply the same lean, realistic management methods used by successful motorsports teams for decades.
3. He appreciated the immediate problems and took decisive action.
Within three months of his arrival, Mulally sold Wall Street on a $23 billion recapitalization, one that Ford had been working on but about which investors had been lukewarm before Mulally's arrival. That has meant the difference between death and just being sick. Because he had no loyalty to Ford's luxury brands, Mulally overrode internal opposition and sold Jaguar, Land Rover, and Aston Martin before buyers became scarce.
He also recognized the obvious – that the Volvo-based, orthopaedic-shoe D3 cars were duds and reached back to what made the original Taurus a success (notwithstanding its boring, non-sporting specifications, the handicap of low-performance front wheel drive, and the lack of optional V8 power). While renaming, repowering, and ladling some chrome and a Fusion grill on the Taurus, nee Five Hundred couldn’t make steak out of Hamburger Helper (tm), Mulally has focused FoMoCo’s interior and exterior design efforts toward a more internationally competitive, high value language. The next Taurus, due out in the summer of 2009, bears the fruits of this handiwork. The improvements to the 2010 Mustang (excluding the major let-down in the engine room) are also evidence of this strategy.
4. He didn’t kill off motorsports or high-performance to save money.
Certainly “Truth With Speedzzter” has long been a critic of the Mustang’s mismanagement.
But for the near-death of Chrysler and GM and the cratering of the broader market, Mustang would be in a more uncompetitive position because of Ford’s under-the-hood penny pinching, Shelby price gouging, and virtual abandonment of the blue-collar high performance niche.
Nor has Ford hasn’t optimally managed its SVT brand.
And “Truth With Speedzzter” remains skeptical of Ford’s long-term commitment to serving its performance and racing customers.
However, new products such as the amazing SVT Raptor, the upcoming Boss 6.2 SOHC and Coyote DOHC V8s, improvements in the Ford Racing Performance Parts crate engine program, Ford’s investment in EcoBoost technology, Ford’s recognition of the value of Australia’s indigenous FPV line, and Ford’s continued commitment to motorsports (albeit at too low of a level to replicate the domination of the “Total Performance” era), all indicate that Mulally at least has some minimal appreciation for the essence of Ford.
Ford was founded on motorsports.
Ford’s 1908 Model T, segment-busting 1930s V8s, original Thunderbirds, 1960s Mustangs, and 1980s Mustang 5.0s all revolutionized their market niches through providing more “bang for the buck,” more driving excitement (relative to their competition), and attractive platforms for decades of individualization, hot rodding, and grassroots motorsports.
Ford’s involvement in professional motorsports over the past half century has benefitted virtually every form of racing, has trickled down to the products Ford has offered to consumers, and has kept the Ford brand vital as an international force, even after blowing the huge lead of the Model T era.
Mulally apparently understands that Ford’s most loyal customers are those who identify with Ford’s high-performance and motorsports traditions.
Given the precariousness of the auto market and Ford’s shrinking cash reserves, it may be premature to celebrate Mulally and his team as the ones who pulled FoMoCo out of the fire once again. Ford may still have to ask for the Feds to pony up some loan money to survive the crisis the Government mostly created. Ford still has lots of problems to solve and is still mismanaging much of its heritage and potential. And Ford must still fight into the regulatory, energy policy, and trade policy headwinds that are buffeting nearly every OEM.
But even so, Obama’s hapless and unqualified“Car Czars” would be well-served to put aside their political ideologies and wishful thinking to follow Alan Mulally’s thoughtful and realistic lead.
Labels: 2010 Mustang, Alan Mulally, Boss V8, Car Czars, Coyote V8, Eco-Boost, Economic Crisis, Ford Taurus, FRPP, Richard Shelby, SVT, SVT Raptor


