Edward Whitacre, Jr.
Edward Whitacre, Jr.
Edward Earl "Ed" Whitacre, Jr.is the former Chairman and CEO of General Motors. He is also a former chairman of the board and chief executive officer of AT&T Inc., previously Southwestern Bell Corporation. He served as national president of the Boy Scouts of America from 1998 to 2000. On September 1, 2010, Whitacre stepped down as CEO, and retired as chairman of the board by the end of 2010...
NationalityAmerican
ProfessionBusinessman
Date of Birth4 November 1941
CountryUnited States of America
No partnership between two independent companies, no matter how well run, can match the speed, effectiveness, responsiveness and efficiency of a solely owned company.
I find people to be people everywhere. Everyone wants the same thing - be successful.
I've been accused many times of not talking very much, but I guess I don't believe in talking things to death. You can talk too much on most anything and it stops being productive. There is a time for action. Eventually you have to pull the trigger.
AT&T will not block access to the public Internet or degrade service, period.
I don't know anything about cars. A business is a business, and I think I can learn about cars. I'm not that old, and I think the business principles are the same.
I am honored to be able to serve GM at this critical juncture and take part in its reinvention.
We commend the commission, under the leadership of Chairman Martin, for recognizing the reality of today's communications marketplace and for fostering an environment where there will be greater choice in communications services and providers.
I started at GM knowing very little about that particular business. Not being an expert means you have to learn everything, starting from the basics.
Be willing to step outside your comfort zone once in a while; take the risks in life that seem worth taking. The ride might not be as predictable if you'd just planted your feet and stayed put, but it will be a heck of a lot more interesting.
At AT&T, I learned an awful lot about people, and how important it is to have the right people in the right jobs. And when I say 'right people,' I'm not talking about their college degree or work history; I'm talking about things like bearing - How does this person interact with other people? Can he or she talk to you and not tick you off?
I was brought in by the White House as GM's chairman in 2009, around the time of the bankruptcy, and became CEO later that year. As a company, we were grateful for the government's support. But as GM's financial health began to improve, I could detect no real sense of urgency, or even interest, on the part of the government to relinquish control.
If someone wants to transmit a high-quality service with no interruptions and 'guaranteed this, guaranteed that,' they should be willing to pay for that.
My goal in coming to General Motors was to help restore profitability, build a strong market position and position this iconic company for success. We are clearly on that path.
None of us has control over the economy, the job market, or anything else in the global sense. But we are 100% in charge of how we respond to challenges that come our way, be it the loss of a job, a career derailment, or some other disappointment.