Bill Ford
Bill Ford
William Clay "Bill" Ford Jr.is an American businessman. The great-grandson of Henry Ford, he serves as the executive chairman of Ford Motor Company. Ford also served as the President, CEO, and COO until turning over those roles to former Boeing executive Alan Mulally in September 2006. Ford is also the Vice Chairman of the Detroit Lions NFL franchise...
afraid work
It' didn't work then, and I'm afraid it won't work now.
across brand connecting great greatest insight involved leverage stay strength success wisdom work
Hans-Olov's work at Volvo demonstrates great insight about brand strength and connecting with customers, ... We'd like to leverage that wisdom across the company. At the same time, we know it's important for him to stay involved with Volvo, one of our Company's greatest success stories.
auto cars despite domestic employ foundation industry nearly percent purchase recent trucks workers
Despite recent announcements, our domestic auto manufacturers are still the foundation of the auto industry in this country, ... We still employ nearly 90 percent of the workers in our industry. We still manufacture 75 percent of the cars and trucks made in America. We purchase 80 percent of all U.S. auto parts.
beginning consequences dramatic industry painful
Our industry is beginning a dramatic restructuring which is sorely needed, ... The consequences will be painful to some.
age bench best critical good people
Our best people are in that critical age range, ... I feel actually very good about our bench strength.
challenges
While the challenges are great, so are the opportunities.
delivered past progress several
We've delivered considerable progress over the past several months,
believe financial involves quick rewards risks
This transformation isn't going to be quick and it isn't going to be painless. It involves risks and the financial rewards won't be immediate. But in the end, I believe we'll get there.
quick
This transformation isn't going to be quick and it isn't going to be painless.
based feasible ourselves plans shrink
We are not going to shrink ourselves into oblivion. We think our plans are based upon what's feasible to us,
ready until
We're not going to be ready until January,
again analyst beat estimates quarters second third
We beat analyst estimates in the first and second quarters and we will do it again in the third quarter,
focus forecast improve recognize results
We recognize that our fourth-quarter results forecast is unacceptable and we are working with a laser-like focus to improve our performance,
recovery together groups
I walked in and inherited a management group that I didn't know very well. They didn't know me, and we had a very short window to put together a credible recovery plan.