4Th Quarter and Full Year 2007 Ford Motor Company Earnings Results Conference Call

Total Page:16

File Type:pdf, Size:1020Kb

4Th Quarter and Full Year 2007 Ford Motor Company Earnings Results Conference Call FINAL TRANSCRIPT F - 4th Quarter and Full Year 2007 Ford Motor Company Earnings Results Conference Call Event Date/Time: Jan. 24. 2008 / 9:00AM ET www.streetevents.com Contact Us © 2008 Thomson Financial. Republished with permission. No part of this publication may be reproduced or transmitted in any form or by any means without the prior written consent of Thomson Financial. FINAL TRANSCRIPT Jan. 24. 2008 / 9:00AM, F - 4th Quarter and Full Year 2007 Ford Motor Company Earnings Results Conference Call CORPORATE PARTICIPANTS Lillian Etzkorn Ford Motor Company - Director, IR Alan Mulally Ford Motor Company - President & CEO Don Leclair Ford Motor Company - CFO CONFERENCE CALL PARTICIPANTS Chris Ceraso Credit Suisse - Analyst Robert Barry Goldman Sachs - Analyst Rod Lache Deutsche Bank - Analyst Himanshu Patel JPMorgan - Analyst Brian Johnson Lehman Brothers - Analyst Colin Langan UBS - Analyst Peter Nesvold Bear Stearns - Analyst John Murphy Merrill Lynch - Analyst Bryce Hoffman Detroit News - Media Jeff Bennett Dow Jones - Media Tom Kirsher Associated Press - Media Bernard Simon Financial Times - Media Mike Specter Wall Street Journal - Media Amy Wilson Automotive News - Media Sarah Webster Detroit Free Press - Media Bill Koenig Bloomberg News - Media PRESENTATION www.streetevents.com Contact Us 1 © 2008 Thomson Financial. Republished with permission. No part of this publication may be reproduced or transmitted in any form or by any means without the prior written consent of Thomson Financial. FINAL TRANSCRIPT Jan. 24. 2008 / 9:00AM, F - 4th Quarter and Full Year 2007 Ford Motor Company Earnings Results Conference Call Operator Good day, ladies and gentlemen and welcome to the Ford Motor Company fourth-quarter earnings conference call. My name is Michelle and I will be your coordinator for today. At this time, all participants are in listen-only mode. We will be facilitating a question-and-answer session towards the end of this conference. (OPERATOR INSTRUCTIONS). As a reminder, this conference is being recorded for replay purposes. And I would now like to turn the presentation over to your host, Ms. Lillian Etzkorn, Director of Investor Relations. Please proceed. Lillian Etzkorn - Ford Motor Company - Director, IR Thank you, Michelle and good morning, ladies and gentlemen. Welcome to all of you who are joining us either by phone or webcast. On behalf of the entire Ford management team, I would like to thank you for spending time with us this morning. With me this morning are Alan Mulally, President and CEO and Don Leclair, Chief Financial Officer. Also in the room are Peter Daniel, Senior Vice President and Controller; Neil Schloss, Vice President and Treasurer; Mark Kosman, Director of Accounting and K.R. Kent, Ford Credit©s CFO. Before we begin, I would like to review a couple of quick items. A copy of this morning©s earnings release and the slides that we will be using today have been posted on Ford©s investor and media websites for your reference. The financial results discussed herein are presented on a preliminary basis. Final data will be included in our Form 10-K for the year 2007. Additionally, the financial results presented here are on a GAAP basis and in some cases, on a non-GAAP basis. The non-GAAP financial measures discussed in this call are reconciled to their GAAP equivalent as part of the appendix to the slide deck. Finally, today©s presentation includes some forward-looking statements about our expectations for Ford©s future performance. Actual results could differ materially from those suggested by our comments here. Additional information about the factors that could affect future results are summarized at the end of this presentation. These risk factors are also detailed in our SEC filings, including our annual, quarterly and current reports to the SEC. With that, I would like to turn the presentation over to Alan Mulally, Ford©s President and CEO. Alan Mulally - Ford Motor Company - President & CEO Thanks, Lillian and good morning to everyone. We will begin by reviewing the key financial results for the fourth quarter and the full year. Don will take us through the details and provide our planning assumptions for 2008, then I will come back and wrap up before we take your questions. As shown at the top of the slide, on slide 2, vehicle wholesales last quarter were over 1.6 million units, up 75,000 from the same period in 2006. Total company revenue of $45.5 billion was up about 13% from a year ago. The increase primarily reflects favorable exchange and net pricing, as well as higher volume. Pretax results from continuing operations were a loss of $620 million, an improvement of $1.3 billion from the same period in 2006. This includes a more than $1.4 billion improvement in automotive operating profits, partially offset by lower profits at Financial Services. Our fourth-quarter net loss was $2.8 billion. This included $30.9 billion of pretax special charges. Don will take you through these largely non-cash charges shortly. We ended the quarter with $34.6 billion of gross cash, an increase of $700 million from 2006. www.streetevents.com Contact Us 2 © 2008 Thomson Financial. Republished with permission. No part of this publication may be reproduced or transmitted in any form or by any means without the prior written consent of Thomson Financial. FINAL TRANSCRIPT Jan. 24. 2008 / 9:00AM, F - 4th Quarter and Full Year 2007 Ford Motor Company Earnings Results Conference Call Overall, as we have said before, our plan is working and we continue to show progress. For the full year, we had a pretax profit of $126 million from continuing operations, an improvement of about $3.3 billion from 2006. Our net loss was $2.7 billion, an improvement of nearly $10 billion compared with 2006. Turning to slide 3, we have continued to make real progress on our plan. We took restructuring actions in order to operate profitably. We reduced North American personnel by 32,800 during 2007 and reached a historic four-year agreement with the UAW. We also achieved $1.8 billion of cost reductions last year. We continued to accelerate development of new products our customers want and value. We will discuss our 2007 product highlights in more detail in a minute. We worked to finance our plan and improve our balance sheet. We completed several debt equity exchanges. We sold Aston Martin and other non-core assets and are working toward completing the sale of Jaguar/Land Rover. And it is important to recognize that as we accomplished all of these actions, we continued to improve quality, made great progress in working together effectively as one team across the globe, leveraging our global assets. Our full-year results indicate that we are headed in the right direction. In North America, results improved $2.5 billion compared with a year ago. Ford South America, Ford Europe, PAG, Ford Asia-Pacific and Africa and Mazda all were profitable for the full year and all reported significant improvements compared with the same period a year ago. Ford Credit continues to be profitable; although its results were lower than a year ago, it continues to perform in line with our expectations. Turning to slide 4, as I mentioned earlier, we remain committed to new products our customers want and value. In 2007, we had some great launches, including the European Ford Focus, the Mondeo and the C-MAX in addition to the North American F-Series Super Duty, Escape and Focus. Just last week, the Mazda CX-9 won the 2008 North America Truck of the Year award at the Detroit Auto Show, which is really special. Another boost to our lineup in 2007 was Ford SYNC, our in-car connectivity system we developed jointly with Microsoft. We are also excited about the two all-new vehicles coming this year -- the Ford Flex, an innovative crossover, and the Lincoln MKS, the flagship of our Lincoln brand. That is in addition to the new Ford F-150, which comes in the second half of this year also. In South America, Ford retail sales were up 19%. In Europe, retail sales were up more than 5% year-over-year. In Asia-Pacific and Africa and Mazda, full-year Ford China retail sales were up 26% year-over-year, outpacing the industry. We also opened an engine assembly plant in China, which will allow us to grow even more this year in China. Turning to slide 5, we are equally excited about Ford©s progress in quality, safety and environmental innovation. In quality, we had five segment winners in the JD Power and Associates© Initial Quality Survey, more than any other manufacturer. Our survey indicated that Ford©s quality improved at the rate of 11% in 2007, more than five times better than the industry average of 2%. Turning to safety, this year, Ford earned more top safety pick ratings from the Insurance Institute for Highway Safety than any other manufacturer. Ford has more NHTSA five-star safety rated vehicles than any other automaker and in Europe, Ford has the most vehicles on the euro NCAP©s top 10 list for adult occupant protection. We continue to move ahead in environmental innovation as well. We announced a new engine family called EcoBoost, which will deliver up to 20% better fuel economy and a reduction of CO2 by 15% and we plan to install this new technology in half a million vehicles annually in North America within the next five years. In addition to the improved fuel economy, EcoBoost improves driving performance as well. EcoBoost will debut in the Lincoln MKS next year. And our partnership with Southern California Edison will advance the commercialization of plug-in hybrid vehicles.
Recommended publications
  • Ford: the Evolution of Automobiles, Components, and Design
    Ford: The Evolution of Automobiles, Components, and Design Honors Project In fulfillment of the Requirements for The Esther G. Maynor Honors College University of North Carolina at Pembroke By Janelle Horton Department of Mathematics and Computer Science 04/26/2016 -/ (_,•('"•*"•"-* y^y '.'riJ*'-'-f "^ xf^nelle Horton// Date //-•'Honors Cc Charles Lillie, Ph.D. Date Faculty Mentor Teagan Decker, Ph.D. Date Senior Project Coordinator Acknowledgments I would like to show my greatest appreciation to the assistant professor of the Department of Mathematics and Computer Science, Professor Charles Lillie. Not only for agreeing to be my mentor throughout my honors senior project, but for also suggesting valid points to make within my essay and final PowerPoint presentation that would better my research. I appreciate Professor Lillie for taking the time out of his schedule to meet with me during his office hours to discuss ideas and interesting facts that would be essential to crafting my essay. I would also like to recognize my cousin Neleze Meadows for helping me in narrowing down my broad topic to solely focusing on the evolution of Ford auto-motives. My cousin helped me chose an automobile company that has had the biggest transformation from beginning to end, and is continuously still growing in the 21st century. With the help of both my mentor Professor Lillie and my cousin Neleze Meadows, once again thank you for your input towards devising my Honors Mayor College senior project. ii TABLE OF CONTENTS Abstract..........................................................................................................................................
    [Show full text]
  • Nine Things I Learned from Alan Mulally Bryce G
    Nine Things I Learned from Alan Mulally Bryce G. Hoffman ChangeThis | 93.01 In the summer of 2010, I decided to take a year off from my job as a journalist with The Detroit News to write a book about one of the most amazing comebacks in business history: the turnaround of Ford Motor Company. As the Ford beat reporter for the News, I had covered every twist and turn of that epic drama. I knew that this story was about much more than saving a car company. It was a roadmap for changing cultures. When Alan Mulally arrived in Dearborn in September 2006, he knew little about the automobile industry. However, he had already figured out how to take a dysfunctional organization that was being ripped apart by managerial infighting and turn it into a model of collaboration and effi- ciency. Mulally had proven that at the Boeing Company, where he was credited with saving the commercial aircraft division from a series of catastrophes ranging from the Asian financial crisis of the late 1990s to the terrorist attacks of September 11, 2001, that had cost Boeing most of its business. But Mulally’s biggest accomplishment in Seattle was saving Boeing from itself. Now Bill Ford Jr. was asking him to do the same thing with Ford. It was a daunting task. Ford—the company that put the world on wheels—was on the verge of bankruptcy. For decades, it had been fighting a losing battle against foreign automakers that not only made better cars, but also did so more efficiently and at substantially lower cost.
    [Show full text]
  • Capabilities for Mass Market Innovations in Emerging Economies
    Capabilities for Mass Market Innovations in Emerging Economies Rifat Sharmelly MSc, B.IT (Hons.) This thesis is presented for the degree of Doctor of Philosophy at The UNSW Business School (School of Management), The University of New South Wales, Sydney Australia 2016 ORIGINALITY STATEMENT ‘I hereby declare that this submission is my own work and to the best of my knowledge it contains no materials previously published or written by another person, or substantial proportions of material which have been accepted for the award of any other degree or diploma at UNSW or any other educational institution, except where due acknowledgement is made in the thesis. Any contribution made to the research by others, with whom I have worked at UNSW or elsewhere, is explicitly acknowledged in the thesis. I also declare that the intellectual content of this thesis is the product of my own work, except to the extent that assistance from others in the project's design and conception or in style, presentation and linguistic expression is acknowledged.’ Signed ……………………………………………........... Date ……………………………………………............... 2 COPYRIGHT STATEMENT ‘I hereby grant the University of New South Wales or its agents the right to archive and to make available my thesis or dissertation in whole or part in the University libraries in all forms of media, now or here after known, subject to the provisions of the Copyright Act 1968. I retain all proprietary rights, such as patent rights. I also retain the right to use in future works (such as articles or books) all or part of this thesis or dissertation. I also authorise University Microfilms to use the 350 word abstract of my thesis in Dissertation Abstract International (this is applicable to doctoral theses only).
    [Show full text]
  • Fast Forward 2006 Annual Report
    Ford Motor Company Ford Motor Company / 2006 Annual Report Fast Forward 2006 www.ford.com Annual Fast Forward Ford Motor Company • One American Road • Dearborn, Michigan 48126 Report cover printer spreads_V2.indd 1 3/14/07 7:41:56 PM About the Company Global Overview* Ford Motor Company is transforming itself to be more globally integrated and customer-driven in the fiercely competitive world market of the 21st century. Our goal is to build more of the products that satisfy the wants and needs of our customers. We are working as a single worldwide team to improve our cost structure, raise our Automotive Core and Affi liate Brands quality and accelerate our product development process to deliver more exciting new vehicles faster. Featured on the front and back cover of this report is one of those vehicles, the 2007 Ford Edge. Ford Motor Company, a global industry leader based in Dearborn, Michigan, manufactures or distributes automobiles in 200 markets across six continents. With more than Dealers 9,480 dealers 1,515 dealers 1,971 dealers 125 dealers 871 dealers 2,352 dealers 1,376 dealers 6,011 dealers and 280,000 employees and more than 100 plants worldwide, the company’s core and affiliated Markets 116 markets 33 markets 25 markets 27 markets 64 markets 102 markets 138 markets 136 markets automotive brands include Ford, Jaguar, Land Rover, Lincoln, Mercury, Volvo, Aston Martin Retail 5,539,455 130,685 188,579 7,000 74,953 428,780 193,640 1,297,966** and Mazda. The company provides financial services through Ford Motor Credit Company.
    [Show full text]
  • AN AUTONEWS 05-26-08 a 54 AUTONEWS.Qxd
    AN AUTONEWS 05-26-08 A 54 AUTONEWS 5/23/2008 4:05 PM Page 1 54 • MAY 26, 2008 Top North America-based automotive CEOs, ranked by 2007 total compensation Captains of industry Retirement pay Blue = supplier; Green = automaker; Red = dealership group 2007 2007 2007 2007 2007 deferred Name (age) 2007 2006 2007 bonus & incentive stock option stock award 2007 accumulated compensation Rank title Company total compensation total compensation base salary plan compensation gains gains other pension benefits balance 1 Alexander Cutler (56) Eaton $24,545,516 $14,303,055 $1,069,305 $9,520,197 $11,910,433 $1,820,803 $224,778 $12,842,426 $60,074,535 chairman, president & CEO 2 John Plant (54) TRW Automotive 22,670,224 12,954,324 1,594,167 3,904,000 14,329,500 2,459,110 383,447 39,256,900 614,163 president & CEO 3 Robert Keegan (60) Goodyear Tire & Rubber 18,763,103 11,470,710 1,176,667 12,300,000 5,204,113 0 82,323 11,509,825 642,761 chairman, president & CEO 4 Christopher Kearney (53) SPX 14,936,872 6,119,213 1,000,000 2,500,000 6,023,174 4,842,804 570,894 7,698,910 3,373,713 chairman, president & CEO 5 Theodore Solso (61) Cummins 13,223,409 12,238,722 1,110,000 6,274,000 0 5,691,000 148,409 17,635,689 5,493,879 president & CEO 6 Siegfried Wolf (49) Magna International* 12,686,685 4,422,180 100,000 9,467,000 2,897,880 N.A.
    [Show full text]
  • Alan R. Mulally
    Alan R. Mulally Former Executive Vice President, The Boeing Company Former President and CEO, Boeing Commercial Airplanes Retired President and CEO, Ford Motor Company Board of Directors, Google Mercer Island, Washington For leadership in the creation, design, development, and manufacture of commercial airplanes, exemplified by the Boeing 777. Alan Mulally is an AIAA Honorary Fellow, a past President of AIAA, a member of the Board of Directors at Google, former President and Chief Executive Officer of the Ford Motor Company, former President and Chief Executive Officer of Boeing Commercial Airplanes, former Executive Vice President of The Boeing Company, and former President of Boeing Information, Space & Defense. Joining The Boeing Company in 1969, Mulally contributed to a wide range of Boeing airliners including the 727, 737, 747, 757, 767, 777 and 787 airliners. Mulally supported the design of the cockpits for both the 757 and the 767 airliners, transitioning them from the familiar analogue systems to digital systems and creating the “glass cockpit,” which is now the industry standard. On the 777 project Mulally served as the Director of Engineering and later as the Vice- President and General Manager of the program. Boeing promoted Mulally to Senior Vice President of Engineering for its commercial airline group in 1994. Subsequent promotions followed until 1998 when he was made President of Boeing Commercial Airplanes, with CEO duties added in 2001. Mulally became President and CEO of the Ford Motor Company in 2006. Mulally led Ford’s transformation into one of the world’s leading automobile companies and the #1 automobile brand in the United States.
    [Show full text]
  • A Study of the Ford Motor Company
    Business Value Group LLC A Study of the Ford Motor Co Turnaround 2010 Keys : Quotes from Participants Key message or take-away Business Value Group LLC Patrick Hehir, September 2010 It is said that a man is not defined by his challenges in life but rather by his response to them. The same could be said of communities and organizations, including public companies. During the deep global recession of 2008, a myriad of companies and industries in the USA struggled to survive. Although it has been recently announced that the recession is over, its effects persist and there is significant fear that there will be a second recession that will hit late 2010 and into 2011. Given the stubbornly high level of unemployment, some even suggest that the U.S. may in fact be in a depression. During this time, our key financial and automotive business sectors ended up needing U.S. government aid to help them navigate through the toughest patch of the downturn. However there was a notable exception within the US auto industry, ONE company that never asked for or received any direct monies from the government, and that was The Ford Motor Company. Having never asked for or taken a dollar of support from the US government, Ford reported a profit of $2.7 Billion on January 29 ,2010, for fiscal year 2009, after having had a loss of $14.6B in 2008.1 This was Ford’s largest pretax operating profit in six years. “The company also outsold GM in February 2010, something that had not happened in more than 50 years, aside from several months in 1998 when GM workers were on strike.”2 In April Ford reported a profit of $2.1 Billion for quarter one of 2010 a big reversal from year ago period where it had a loss of $1.4 Billion.
    [Show full text]
  • Ford) Compared with Japanese (Honda) Automotive Industry: Their Strategies Affecting Surviabilty
    Cleveland State University EngagedScholarship@CSU ETD Archive 2010 A Major Study of American (Ford) Compared with Japanese (Honda) Automotive Industry: Their Strategies Affecting Surviabilty Patrick F. Callihan Cleveland State University Follow this and additional works at: https://engagedscholarship.csuohio.edu/etdarchive Part of the Engineering Commons How does access to this work benefit ou?y Let us know! Recommended Citation Callihan, Patrick F., "A Major Study of American (Ford) Compared with Japanese (Honda) Automotive Industry: Their Strategies Affecting Surviabilty" (2010). ETD Archive. 49. https://engagedscholarship.csuohio.edu/etdarchive/49 This Dissertation is brought to you for free and open access by EngagedScholarship@CSU. It has been accepted for inclusion in ETD Archive by an authorized administrator of EngagedScholarship@CSU. For more information, please contact [email protected]. A MAJOR STUDY OF AMERICAN (FORD) COMPARED WITH JAPANESE (HONDA) AUTOMOTIVE INDUSTRY – THEIR STRATEGIES AFFECTING SURVIABILTY PATRICK F. CALLIHAN Bachelor of Engineering in Material Science Youngstown State University June 1993 Master of Science in Industrial and Manufacturing Engineering Youngstown State University March 2000 Submitted in partial fulfillment of requirements for the degree DOCTOR OF ENGINEERING at the CLEVELAND STATE UNIVERSITY AUGUST, 2010 This Dissertation has been approved for the Department of MECHANICAL ENGINEERING and the College of Graduate Studies by Dr. L. Ken Keys, Dissertation Committee Chairperson Date Department of Mechanical Engineering Dr. Paul A. Bosela Date Department of Civil and Environmental Engineering Dr. Bahman Ghorashi Date Department of Chemical and Biomedical Engineering Dean of Fenn College of Engineering Dr. Chien-Hua Lin Date Department Computer and Information Science Dr. Hanz Richter Date Department of Mechanical Engineering ACKNOWLEDGMENTS First I would like to express my sincere appreciation to Dr.
    [Show full text]
  • Alan Mulally and the Fight to Save Ford Motor Company Free
    FREE AMERICAN ICON: ALAN MULALLY AND THE FIGHT TO SAVE FORD MOTOR COMPANY PDF Bryce G. Hoffman | 304 pages | 15 Feb 2013 | Random House USA Inc | 9780307886064 | English | New York, United States American Icon: Alan Mulally and the Fight to Save Ford Motor Company by Bryce G. Hoffman Look Inside. At the end ofFord Motor Company was just months away from running out of cash. With the auto industry careening toward ruin, Congress offered American Icon: Alan Mulally and the Fight to Save Ford Motor Company three Detroit automakers a bailout. General Motors and Chrysler grabbed the taxpayer lifeline, but Ford decided to save itself. As the rest of Detroit collapsed, Ford went from the brink of bankruptcy to being the most profitable automaker in the world. American Icon is the compelling, behind-the-scenes account of that epic turnaround. He spent countless American Icon: Alan Mulally and the Fight to Save Ford Motor Company with Alan Mulally, Bill Ford, the Ford family, former executives, labor leaders, and American Icon: Alan Mulally and the Fight to Save Ford Motor Company directors. HOFFMAN is a bestselling author, speaker and consultant who helps companies around the world plan better and leaders around the world lead better by applying innovative systems from the worlds of business and the military. Before launching his… More about Bryce G. American Icon is a story of leadership that offers valuable lessons for organizations of all sizes. Highly recommend! It features the transformation from a top-down style of leadership to that of a coach led by CEO Alan Mulally whose focus is the team, the team, the team.
    [Show full text]
  • Press Inform Ation
    PRESS INFORM ATION FORD ANNOUNCES AGREEMENT TO SELL ASTON MARTIN DEARBORN, Mich., March, 12, 2007 – Ford Motor Company [NYSE: F] announced today it has entered into a definitive agreement to sell Aston Martin, its prestigious sports car business, to a consortium comprised of David Richards, John Sinders, Investment Dar and Adeem Investment Co. This transaction is the result of Ford's decision, as announced in August 2006, to explore strategic options for the Aston Martin business as the company restructures its core automotive operations and builds liquidity. The sale is expected to close during the second quarter and is subject to customary closing conditions, including applicable regulatory approvals. The transaction values Aston Martin at £479 million ($925 million). As part of the transaction, Ford will retain a £40 million ($77 million) investment in Aston Martin. Other terms and conditions specific to the sale are not being disclosed at this time. "The sale of Aston Martin supports the key objectives of the company, to restructure to operate profitably at lower volumes and changed model mix and to speed the development of new products," said Alan Mulally, Ford's President and chief executive officer. "From Aston Martin's point of view, the sale will provide access to additional capital, which will allow Aston Martin to continue the growth it has experienced under Ford's stewardship. Today's announcement is good for Ford Motor Company, good for Aston Martin and good for the UK. We wish Aston Martin every possible success for the future." The new owner of Aston Martin is a consortium comprised of: David Richards, founder and chairman of Prodrive, a world-leading motorsport and automotive technology company; John Sinders, an avid Aston Martin collector and a backer of Aston Martin Racing; and Investment Dar and Adeem Investment Co, international investment companies headquartered in Kuwait.
    [Show full text]
  • DETROIT BUSINESS MAIN 09-18-06 a 14 CDB.Qxd
    DETROIT BUSINESS MAIN 09-18-06 A 14 CDB 9/15/2006 11:19 AM Page 1 Page 14 CRAIN’S DETROIT BUSINESS September 18, 2006 CRAIN'S LIST: WAYNE COUNTY'S LARGEST EMPLOYERS Ranked by full-time employees January 2005 Not including Detroit, Hamtramck and Highland Park Full-time Full-time Full-time Full-time Total Total Company employees employees employees employees worldwide worldwide Address Wayne County Wayne County Michigan Michigan employees employees Rank Phone; Web site Top local executive Jan. 2006 Jan. 2005 Jan. 2005 Jan. 2004 Jan. 2005 Jan. 2004 Type of business Ford Motor Co. Alan Mulally 45,283 47,091 61,404 64,872 NA NA Automobile manufacturer 1. 1 American Road, Dearborn 48126 CEO and president (313) 322-3000; www.ford.com Oakwood Healthcare Inc. Gerald Fitzgerald 7,947 7,515 7,952 7,520 7,952 7,520 Health care system 2. 1 Parklane Blvd., Suite 1000E, Dearborn 48126 CEO and president (313) 253-6000; www.oakwood.org Visteon Corp. Michael Johnston 4,000 6,800 5,200 NA 50,000 NA Automotive supplier 3. 1 Village Center Drive, Van Buren Township 48111 chairman and CEO (800) 847-8366; www.visteon.com Johnson Controls Inc. Automotive Keith Wandell 3,100 3,318 8,650 8,640 136,000 120,000 Automotive supplier; building Group president, automotive group control systems and facilities 4. 49200 Halyard Drive, Plymouth 48170 management (734) 254-5000; www.johnsoncontrols.com Henry Ford Health System Nancy Schlichting 3,094 3,067 14,405 13,865 14,482 13,970 Health care system 5.
    [Show full text]
  • Ten Years After Ford's Spectacular Turnaround, What Alan Mulally
    Ten Years After Ford’s Spectacular Turnaround, What Alan Mulally Reveals About Brand-Inspired Cultural Revolution greatleadershipbydan.com/2018/06/ten-years-after-fords-spectacular.html Guest post from Denise Lee Yohn: It's been 10 years since Alan Mulally pulled off what has been considered one of the greatest corporate turnarounds in U.S. history.HIs leadership of the venerable Ford Motor Company's recovery from the Great Recession of 2008 has been celebrated and analyzed from many perspectives -- the development of industry-leading products and partnerships with technology and consumer electronics companies, the revival of the Taurus brand, the consolidation of global operations into a single business unit, etc. But one angle that hasn't yet been covered is the brand-inspired cultural revolution he led inside the organization. When Mulally arrived at the struggling company, he set his sights on dismantling the toxic culture that had metastasized within it. In the excellent book American Icon: Alan Mulally and the Fight to Save Ford Motor Company, Bryce Hoffman wrote about the lack of transparency, fractious business units, and a preoccupation with self-preservation that had come to define Ford’s culture. Meetings resembled mortal combat, Hoffman described, with executives regularly looking for vulnerabilities among their peers to exploit. Given the state of internal affairs at the company, it’s no wonder the Ford brand was struggling on the outside. With its leaders distracted by playing politics and defending turfs, the Ford brand had become listless and unfocused. Ford’s product lineup hadn't kept up with changing consumer tastes and different regions pursued different automobile configurations which diluted the brand identity around the world.
    [Show full text]