顿悟迪尔伯恩.doc

Skip Login Associe-se TMA Epiphany in Dearborn - How Ford turned a crash into a profit without a government bail-out 顿悟迪尔伯恩 福特是如何将一个陷入一个没有政府救助的利润 Soon after Alan Mulally arrived as Ford’s chief executive in September 2006 he organised a weekly meeting of his senior managers and asked them how things were going. Fine, fine, fine, came the answers from around the table. “We are forecasting a $17 billion loss and no one has any problems!” an incredulous Mr Mulally exclaimed. When he asked the same question the next week, Mark Fields, head of Ford’s operations in the Americas, raised his hand and—in what once would have been a moment of career suicide—admitted that a defective part threatened to delay the launch of an important new car. The room fell silent, until Mr Mulally began to clap his hands. “Great visibility,” the new boss added. 很快穆拉利艾伦在九月2006岁时到达福特的首席执行官，他组织了一次高级管理人员每周会议，问他们是怎么去的。好，好，好，从桌子周围传来答案。“我们正在预测一个170亿美元的损失，没有人有任何问题！穆拉利先生说：“一个怀疑。当他问下一周，在美国，福特的经营，在美国，标志着领域，提出了他的手，并在什么时候会有一个时刻的职业自杀承认，有缺陷的一部分威胁推迟推出一个重要的新汽车。房间安静了下来，直到穆拉利先生开始拍手。“非常知名度，”新老板补充说。 Four years on, Ford is making record profits. Its revival began with this new willingness to recognise its faults. In the old days management at Ford was preoccupied with executive rivalry, recalls Mr Fields. “Now it is about who’s helping whom,” he says. When Mr Fields stuck his hand up at that meeting and won Mr Mulally’s approval, colleagues soon began chipping in with helpful suggestions to overcome the problem with the new car. It was more than a symbolic moment for a business which used to be run like a collection of principalities rather than a global enterprise. As far as Mr Mulally is concerned, demolishing those management divisions has been the most important factor in turning Ford around. 四年来，福特创造历史利润。它的复兴始于这一新的意愿来认识它的缺陷。在过去的管理，福特是专注于高管的竞争，回忆田先生。“现在是谁在帮助谁，”他说。当领域卡住他的手在那次会议上，就穆拉利先生的支持，同事们很快就开始插嘴建议克服汽车的新问题。它不仅仅是一个象征性的时刻，一个用来运行像一个收集诸侯而不是全球企业。就穆拉利而言，拆除那些管理部门一直是最重要的因素在左右转向福特。 That turnaround is impressive (