photo by Renato Araujo/ABr |
Alan Mulally seemed, at first, to be an odd choice for CEO of an automobile company. His previous business experience was with Boeing, and he was named president of Boeing Commercial Airplanes in 1998, with some CEO duties added in 2001. He replaced William Clay Ford, Jr., who joined Ford in 1979 and had served as its CEO since 2001. Mulally was a then-radical choice, but his management style, unweighted by decades of auto company baggage, has left its mark on the industry as well as on Ford itself.
Mulally worked to make Ford a less insular company. When he was appointed, global operating regions were less interested in working together than in retaining whatever market share they possessed on their home turf; and that transferred to the corporate culture – hardly anyone below the upper levels of Ford management knew just how close the company was to dying when Mulally signed on.
Mulally refocused the company away from luxery car brands like Jaguar and Aston Martin, and to the Ford brand proper. In doing so, he trimmed away part of the fat that was sinking the company. Mulally also refocused the company on a management level, giving the whole operation a singular purpose: to make Ford profitable again.
Recent reports show he has done just that, with Ford posting $33.1 billion in revenue in the first quarter of 2011.