I always feel so proud when you recount your time at Ford under Alan Mulally because I worked as a temp all around pre-Mulally Ford 1988-1992 —including a year on 12 at WHQ. So I had a 360 degree view of the old culture. Plus I experienced its impact our family (my Dad was a product development engineer there 1963-1993). The default thinking was, "the company is too big, the culture is too ingrained, no one can change it, it is what it is." Mulally destroyed that myth with his leadership and proved anything is possible—if you have the will to do it. 😉
Underscores the need for someone like you to train the next generation of leaders so there are more people who can operate at that level and industry has more choices of leadership capable not just of driving transformation but also of sustaining what's been achieved and building on it.
I always feel so proud when you recount your time at Ford under Alan Mulally because I worked as a temp all around pre-Mulally Ford 1988-1992 —including a year on 12 at WHQ. So I had a 360 degree view of the old culture. Plus I experienced its impact our family (my Dad was a product development engineer there 1963-1993). The default thinking was, "the company is too big, the culture is too ingrained, no one can change it, it is what it is." Mulally destroyed that myth with his leadership and proved anything is possible—if you have the will to do it. 😉
There you go! Sadly, once he left, much of the will left with him and the company slid back into some of its old ways.
Underscores the need for someone like you to train the next generation of leaders so there are more people who can operate at that level and industry has more choices of leadership capable not just of driving transformation but also of sustaining what's been achieved and building on it.