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‘CLEAR FOCUS ON THE CUSTOMER’ INTERVIEW WITH MARY BARRA, CHIEF EXECUTIVE OFFICER, GENERAL MOTORS General Motors named Mary Barra chief executive in January 2014. The 34-year GM veteran was named to the Time 100 in 2014, and Fortune names her among “50 Most Powerful Women in Business.” In her short time as CEO, Barra has already faced the challenge of addressing high-profile recalls, which she has called an opportunity to accelerate cultural change at GM. She told OW the company must “recapture the innovative spirit and leadership” that long defined it, and the key is putting the customer first. MARY BARRA was named CEO of What do you see as the greatest challenges facing the General Motors effective January 15, 2014. global automotive industry? Under her leadership, GM is driving to become the global industry leader in The biggest challenges and opportunities will be with advancements in fuels automotive design and technology, and propulsion systems, rapidly evolving mobile broadband technology and product quality, customer care and business results. She is also a member changes in energy and transportation policy around the world. The key to of the GM Board of Directors. success in all these areas is speed and innovation. The winners in tomorrow’s industry will be those companies that provide consistent breakthroughs in Mary Barra began her career with GM safety, fuel economy, connectivity, features and designs that surprise and in 1980 as a General Motors Institute delight customers – in all vehicle segments all across the world. That is why (Kettering University) co-op student at I am pushing the GM team to recapture the innovative spirit and leadership the Pontiac Motor Division. that defined our company for much of our history – all with an eye toward putting customers first in everything we do, from Detroit to Sao Paulo to Beijing, and places in between. CUSTOMER › R&D › PROCUREMENT/SUPPLIER › PRODUCTION › SALES › SERVICES 35 INTERVIEW WITH MARY BARRA How do you think GM has changed since the recession? Today’s GM is dramatically different than it was several years ago. We have fewer, stronger brands; better product quality; higher, more consistent spending on new products and technology; less corporate complexity; consistent profitability; a fortress balance sheet and much more. But by far the biggest change in recent years, the thing that makes us a more responsive and exciting company, is our clear focus on the customer. Throughout GM, we are working to incorporate the voice of the customer into everything we do – before, during and after the sale. Our goal is to offer our customers everything they want, need and deserve every time they buy a GM product or service. How does an insider like you continue to drive change at GM? Driving change is not about being an insider or outsider; it’s about driving the GM team to be the best we can be. It all starts with focusing on the customer and doing what’s right for them. It also means having a culture that empowers employees and motivates them to contribute, to be open to new ideas, and to always look for ways to improve and innovate. The auto industry is a dynamic, competitive business that is changing more quickly today than ever before. If you aren’t helping to lead this change, you and your company won’t be long for the challenge. As I said before, I’m pushing the GM team to recapture our innovative spirit and leadership. That, by definition, requires us to be open to change. You said to USA Today: “GM must deliver innovative products that satisfy customers and we can‘t get complacent.” What is your strategy to boost innovations? We have always had a strong research and development team at GM, and that strength has made us an industry leader when it comes to generating ideas, patents, inventions. But that’s just the start. Equally important is taking our ideas and inventions, identifying those that make a real difference for our customers, quickly getting them into our products. That’s real innovation, and that’s our primary focus at today’s GM. This allows us to tie R&D more closely to the bottom line and, more importantly, directly to the customer. At the same time, we’re continuing to look for long-term solutions and technological breakthroughs in areas like advanced propulsion – research that will drive our customers, and the industry, far into the future. 36 What has been the most valuable educational experience in your career at GM? I have learned important lessons in every position I have held at GM, and the common denominator has always been people. GM is brimming with employees who devote their lives to this company, people who come to work every day determined to make a difference. I believe we can learn something from everyone, and with so much talent and passion inside GM, the learning opportunities for me have been endless. How would you describe your leadership? My job is to engage people, gather the right team and inspire others to do more than they think they can. Success is always a team effort. I work to drive change and improve performance through collaborative thinking and clear decision making. I believe in seeking out and rewarding innovation, and I expect transparency and a commitment to excellence. I also try to lead by example and create an environment where results are expected, and integrity and accountability are absolute. How do you juggle the requirements of work and your family life? With two teenagers at home, it can sometimes be a challenge, as I am sure it is for everyone who juggles a career and a home life. Somehow, we make it all work. In this day of instant and continuous connectivity, your work schedule can quickly become 24-7. It is up to each of us as individuals to balance and prioritize. You have to put boundaries around what is most important to you. No one will do that for you. The interview was done by Michelle Hill, Vice President at Oliver Wyman CUSTOMER › R&D › PROCUREMENT/SUPPLIER › PRODUCTION › SALES › SERVICES 37.
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