The Jaguar and Land Rover Turnaround

Posted by on September 18, 2012 · Leave a Comment 

I was pleased to read the New York Times recent article “Tata Motors Finds Success in Jaguar Land Rover”. The article describes the turnaround of the troubled England based manufacturer of Jaguars and Land Rovers by Tata Motors an automobile manufacturer headquartered in India. Tata purchased the company from Ford Motor Company in 2008. The […]

Category Automobiles, Bankruptcies, Business failure, CEOs, Chief Executive Officer, Detroit, England, Ford, India, Jaguar, Land Rover, Leadership, Manufacturing, Tata Motors, The Big Three, Turnarounds · Tags , , , ,

General Motors versus Toyota – who will win?

Posted by on August 7, 2012 · Leave a Comment 

General Motors just reported a 41% reduction in its second quarter Net Income to $1.5 billion with a $1.8 billion decrease in Sales. The main source of the GM decline was its European operations. Its future results are questionable as USA sales forecast predicts declines. Both of which are understandable in this difficult economic environment. […]

Category Bankruptcies, Bankruptcy, Business failure, GM, Manufacturing, The Big Three, Toyota · Tags , , , , ,

General Motors – Industry Leader?

Posted by on September 27, 2011 · Leave a Comment 

Regardless of various company officials and politicians assurances that General Motors Company’s rescue is a success, several facts cast a cloud over its viability: ● Its products are not cost competitive. Hourly union labor costs are too high at approximately $58 per hour. Its USA based Asian competitors have lower labor costs. Two are at […]

Category Business failure, CEOs, Detroit, Ford, GM, Manufacturing, The Big Three, USA · Tags , , , , , , ,

The GM & Chrysler Bankruptcies

Posted by on June 1, 2009 · Leave a Comment 

“The General Motors Corp. Chapter 11 bankruptcy marks the humbling of an American icon that once dominated the global car industry and sets up a high-stakes gamble for USA taxpayers.” Reportedly both General Motors and Chrysler will exit from Chapter 11 Bankruptcy Court in 60 to 90 days. This sounds like wishful thinking and may […]

Category Bankruptcies, Bankruptcy, Blog, CEOs, Chrysler, GM, Peter Drucker, The Big Three · Tags , , , , , , , , , , , , ,

Why William Clay Ford, Jr. Failed

Posted by on May 10, 2009 · Leave a Comment 

In October 2006, the Ford Motor Company replaced William Clay Ford, Jr. as its Chief Executive Officer. Why did Mr. Ford fail? His own words, reported by Micheline Maynard of the New York Times on July 16, 2006, titled “Is Ford Running On Empty” revealed the answer. “I bowed to managers on what I knew […]

Category Blog, CEOs, Detroit, Ford, Manufacturing, The Big Three · Tags , , , , , , , ,

Mitt Romney Advises: “Let Detroit Go Bankrupt”

Posted by on November 22, 2008 · Leave a Comment 

Governor Mitt Romney offers some interesting advice regarding the Big Three in his November 18, 2008 New York Times Op-Ed “Let Detroit Go Bankrupt” summarized as follows: “If General Motors, Ford and Chrysler get the bailout that their chief executives asked for yesterday, you can kiss the American automotive industry goodbye. It won’t go overnight, but […]

Category Bankruptcies, Bankruptcy, Blog, CEOs, Chrysler, Detroit, Ford, GM, Manufacturing, The Big Three · Tags , , , , , , , , , ,

What Is The Fate of General Motors, Ford and Chrysler?

Posted by on July 11, 2008 · Leave a Comment 

General Motors, Ford and Chrysler may have to enter into Bankruptcy to reduce their hourly cost of labor.  Running out of cash may be the trigger that puts one or all of them into bankruptcy, but it will be a blessing in disguise. One of their most significant problems is that their hourly labor costs […]

Category Bankruptcies, Bankruptcy, Blog, Chrysler, Detroit, Ford, GM, The Big Three · Tags , , , , , , , ,

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Reason I wrote my book “Learn to Whisper”

Click on this link for a more complete description of “Learn to Whisper”

The reason I wrote “Learn to Whisper”:

My conclusion after operating as a Turnaround Chief Executive Officer for more than twenty-five years is that the majority of this country’s top management is far from first-rate. In fact top management, particularly at the chief executive officer level, is at best average with a large number that can be rated mediocre. This lack of management competence has seen this country’s market leaders lose sizeable market share to foreign manufacturers able to export better quality and lower cost products to the USA. It has seen manufacturing and service operations unnecessarily moved to foreign countries. All of which has negatively affected the economy, severely damaged former blue-chip corporations and seen quality jobs lost.

It is quite common to discover that companies struggling with this inability to compete with foreign companies have been simply mismanaged. The once successful business deteriorated because of an incompetent chief executive officer and weak senior management

Why doesn’t this nation have first-rate management? Inadequate training. Chief executive officers and vice presidents learn “on the job”. A number get promoted based on personality, political connections and drive – not merit. They are not carefully screened for the potential to become successful at managing. For some all that is needed is a well-written resume, the right interviewing style and the inability of a new employer to accurately assess skills, performance and potential.

Compare this to the process doctors go through. From medical school to internship to residency to a senior role after years of education, experience and continuous training their progress and capabilities are constantly monitored even after they become senior in the profession. Generals and Admirals go through a similar protocol. They must prove themselves in low-level assignments before they are judged qualified for senior positions. Unqualified applicants in both professions are culled out. What can be done to improve management competence? Education, on-the-job training and job performance monitoring. My book will educate people on the subject of managing. Its 101 management lessons are separated into the 17 subjects managers need to know.