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“We opened the highways to all mankind,” Mulally said, referencing a 1925 Ford advertisement that shared founder Henry Ford’s vision to develop automobiles for the masses. Expectations are created for acceptable behavior: how to treat others, crediting the accomplishments of others, taking responsibility when things go wrong, and giving people specific feedback to help them improve.Lesson two: When best teams are put in place, people renew their commitment to their teammates and to the vision and purpose of the organization.An organization’s brokenness is not confined internally. Transportation between cities, for example, is well covered with cars, buses and trains. Mulally led the epic turnaround of Ford. In addition (and, I would argue, most important) organizations are accountable for how they utilize and develop their most valued resource: talent. The most talented people leave first. There’s no credibility in trying to convince them that somehow “things are going to get better” when there is no viable turnaround plan in place.Becoming a best investment is predicated on completely open, honest, and straightforward communication, starting with why the organization became broken and how it is going to turn around. He said in recent remarks a Ford turnaround is in the works as the company figures out its path forward. The only way to restore what is now “broken” to become the “best” is with values-based leadership.I define values-based leadership in terms of “five bests:” best self, best team, best partner, best investment, and best citizen. The epitome of Mulally’s “best team” approach was his creation of “One Team” to eliminate the silos and turf battles within the automaker. To address that endemic problem, a profound change in mindset needs to occur, with the belief that “we’re all in this together.”In a values-based organization, an attitude of “best team” pervades the atmosphere. But I also keep an eye on the rest of America's heartland—where stuff is manufactured and grown. I've been on the auto beat for more than 20 years at Forbes, Business Week and the Detroit Free Press. When panic sets in on how to “fix” things (slashing costs, compromising quality), brokenness soon abounds.Turning around an organization means more than improving the numbers. Regardless of the path, your destination remains the same: a world-class management education. From day one, Kellogg students become part of a global network of 60,000 entrepreneurs, innovators and experts across every conceivable industry and endeavor.
Ford had been struggling during the late-2000s recession, returned to profitability under Mulally, and was the only American major car manufacturer to avoid a bailout fund provided by the government. A comeback story This is what we teach. Just look at all that has been accomplished: people are committed to becoming their best selves and are joining together to form best teams. New courses provide an immersive, analytical look into some of today’s most pressing global business issues.Senior associate dean to lead business school as search for permanent dean continuesSummit brings together more than 800 alumnae, faculty and students for robust discussion on challenges women face.Dean Sally Blount ’92 honored Roslyn M. Brock ’99, Ann M. Drake ’84 and Richard H. Lenny ’77Experiential courses and individualized co-curricular programming provide the launch pad students need to tackle big issuesAlan Mulally, president and CEO of Ford Motor Company, took questions from the standing-room-only audience at the Kellogg School after his April 18 talk about the company's turnaround. These bicycles are all over the place.
In response to one Northwestern graduate’s question regarding alternative fuel vehicles, Mulally called electrification “the next frontier.” Sponsored by the Northwestern University Transportation Center, Mulally’s presentation served as the 31st annual William A. Patterson Transportation Lecture. Our alumni exemplify excellence in management. Alan Mulally, president and CEO of Ford Motor Company, took questions from the standing-room-only audience at the Kellogg School after his April 18 talk about the company's turnaround.
“We opened the highways to all mankind,” Mulally said, referencing a 1925 Ford advertisement that shared founder Henry Ford’s vision to develop automobiles for the masses. Expectations are created for acceptable behavior: how to treat others, crediting the accomplishments of others, taking responsibility when things go wrong, and giving people specific feedback to help them improve.Lesson two: When best teams are put in place, people renew their commitment to their teammates and to the vision and purpose of the organization.An organization’s brokenness is not confined internally. Transportation between cities, for example, is well covered with cars, buses and trains. Mulally led the epic turnaround of Ford. In addition (and, I would argue, most important) organizations are accountable for how they utilize and develop their most valued resource: talent. The most talented people leave first. There’s no credibility in trying to convince them that somehow “things are going to get better” when there is no viable turnaround plan in place.Becoming a best investment is predicated on completely open, honest, and straightforward communication, starting with why the organization became broken and how it is going to turn around. He said in recent remarks a Ford turnaround is in the works as the company figures out its path forward. The only way to restore what is now “broken” to become the “best” is with values-based leadership.I define values-based leadership in terms of “five bests:” best self, best team, best partner, best investment, and best citizen. The epitome of Mulally’s “best team” approach was his creation of “One Team” to eliminate the silos and turf battles within the automaker. To address that endemic problem, a profound change in mindset needs to occur, with the belief that “we’re all in this together.”In a values-based organization, an attitude of “best team” pervades the atmosphere. But I also keep an eye on the rest of America's heartland—where stuff is manufactured and grown. I've been on the auto beat for more than 20 years at Forbes, Business Week and the Detroit Free Press. When panic sets in on how to “fix” things (slashing costs, compromising quality), brokenness soon abounds.Turning around an organization means more than improving the numbers. Regardless of the path, your destination remains the same: a world-class management education. From day one, Kellogg students become part of a global network of 60,000 entrepreneurs, innovators and experts across every conceivable industry and endeavor.
Ford had been struggling during the late-2000s recession, returned to profitability under Mulally, and was the only American major car manufacturer to avoid a bailout fund provided by the government. A comeback story This is what we teach. Just look at all that has been accomplished: people are committed to becoming their best selves and are joining together to form best teams. New courses provide an immersive, analytical look into some of today’s most pressing global business issues.Senior associate dean to lead business school as search for permanent dean continuesSummit brings together more than 800 alumnae, faculty and students for robust discussion on challenges women face.Dean Sally Blount ’92 honored Roslyn M. Brock ’99, Ann M. Drake ’84 and Richard H. Lenny ’77Experiential courses and individualized co-curricular programming provide the launch pad students need to tackle big issuesAlan Mulally, president and CEO of Ford Motor Company, took questions from the standing-room-only audience at the Kellogg School after his April 18 talk about the company's turnaround. These bicycles are all over the place.
In response to one Northwestern graduate’s question regarding alternative fuel vehicles, Mulally called electrification “the next frontier.” Sponsored by the Northwestern University Transportation Center, Mulally’s presentation served as the 31st annual William A. Patterson Transportation Lecture. Our alumni exemplify excellence in management. Alan Mulally, president and CEO of Ford Motor Company, took questions from the standing-room-only audience at the Kellogg School after his April 18 talk about the company's turnaround.