
When Ford faced bankruptcy, Alan Mulally orchestrated history's greatest corporate turnaround without government bailouts. "American Icon" reveals the leadership secrets that saved an American legend - endorsed by Lee Iacocca as "a story of leadership that offers valuable lessons for organizations of all sizes."
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In 2006, Ford Motor Company was dying. The iconic American automaker was hemorrhaging billions, market share was plummeting, and bankruptcy loomed on the horizon. The company that revolutionized manufacturing with the Model T had become a dysfunctional mess of warring fiefdoms and entrenched bureaucracy. Into this desperate situation stepped Alan Mulally, an aerospace executive with zero automotive experience but a reputation for transformation at Boeing. What followed was one of the most remarkable corporate turnarounds in business history. While competitors General Motors and Chrysler would soon accept government bailouts, Ford charted a different path. The company mortgaged everything-including its famous Blue Oval logo-to secure $23.6 billion in financing just before credit markets froze. This desperate gamble, combined with Mulally's leadership revolution, allowed Ford to weather the storm independently. Ford's troubles didn't develop overnight. The company had followed a troubling pattern throughout its history: periods of brilliant innovation followed by complacency and decline. Henry Ford revolutionized manufacturing with the Model T and assembly line, but then stubbornly refused to update his creation even as consumer preferences evolved. This cycle repeated with the Taurus sedan in the 1980s-a revolutionary design that became America's best-selling car, only to lose its edge when Ford failed to significantly update it while Japanese competitors continuously improved. The company's DNA carried another problematic trait: Henry Ford's autocratic leadership style. He refused to delegate authority and created a toxic corporate culture prioritizing blind obedience over innovation. This approach became embedded in Ford's culture, creating organizational silos where executives protected their territories rather than collaborating.
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Criado por ex-alunos da Universidade de Columbia em San Francisco
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Criado por ex-alunos da Universidade de Columbia em San Francisco

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