Rick Wagoner
Rick Wagoner
George Richard "Rick" Wagoner, Jr.is an American businessman and former Chairman and Chief Executive Officer of General Motors. Wagoner resigned as Chairman and CEO at General Motors on March 29, 2009, at the request of the White House. The latter part of Wagoner's tenure as CEO of General Motors found him under heavy criticism as the market valuation of GM went down by more than 90% and the company lost more than $82 billion USD. This led to his being...
NationalityAmerican
ProfessionBusinessman
Date of Birth9 February 1953
CountryUnited States of America
broad business businesses costs good range
As we look at the responsibilities we have to a broad range of constituents, as we look at what we need to do to make the business successful, as we look at our businesses around the world, we think there are significant costs to bankruptcy. We don't think it's a good option.
capacity chosen classic example good high left list oklahoma plant plants quality quite satisfy sure
Oklahoma City, (which makes the mid-sized SUV) is a very good plant but a classic example of ... just having too much capacity in that segment, ... That's why that plant in on the list today. We don't have any plants left that aren't very high quality and quite productive. I'm sure I'm not going to satisfy any plant as why they've been chosen to be on the list.
engagement good improving level local people quality situation success team understand unions worked
A lot of times, people will get down on the situation with the unions and with the UAW. But this wouldn't have worked without good engagement at the local level with the UAW. They understand that improving quality and productivity is important for their long-term success as well. It's been a real team sport.
actions address basis costs financial further global gm good implement improve line moving north order position quickly reduce results several sight steps structural weaknesses
In order to improve financial results in 2006 and 2007, we are moving quickly to implement several important actions that will address these weaknesses in North America. And we have a good line of sight on the steps we need to take to further reduce structural costs on a global basis that will position GM for long-term success.
days fat good improving meet mind ounce pricing regular shooting targets trying work year
In '02 we had another good year in improving productivity in salaried work force. What we're trying to do is make this a regular mind set around here, ... You can't have an ounce of fat these days and meet the pricing and the investments and the profitability targets we're shooting for.
exactly last sure
That's about what it was in 2004. We're not exactly sure about 2005, but we don't think it will be any different than last year, or what it has been in 2002, 2003 and 2004,
industry mix products reflects reliance sales shifting
The industry sales mix is shifting away from the larger, higher-profit vehicles, even pickups, ... reflects too much reliance on those products for profitability.
basics gradual growth
You've got to have a consistent, gradual growth strategy, and I think some basics are going to be required,
compelling consumers given lower prices reason
The lower prices have given consumers a compelling reason to try our new vehicles, and it's working.
progress sure
I'm not sure I'm going to make a lot of progress by scorekeeping everybody's sacrifice.
pass toyota
I think we'll probably pass Toyota in the U.S. on the workers-per-vehicle metric.
exactly people piece run sacrifice trying versus work
Everybody's got a piece of it. What we're trying to do is look at each piece and say, 'Where are we really uncompetitive versus the people we run against?'... If we're out of line, that's what we need to work on. So, it may not be exactly the same sacrifice everywhere, but I think just about everybody's got a piece of it.
ceo course washington
On Friday I was in Washington for a meeting with Administration officials. In the course of that meeting, they requested that I 'step aside' as CEO of GM, and so I have.
american-businessman future history shows
History shows you don't know what the future brings.