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Epiphany in Dearborn

机译:迪尔伯恩顿悟

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Soon after Alan Mulally arrived as Ford's chief executive in September 2006 he organised a weekly meeting of his senior managers and asked them how things were going. Fine, fine, fine, came the answers from around the table. "We are forecasting a $17 billion loss and no one has any problems!" an incredulous Mr Mulally exclaimed. When he asked the same question the next week, Mark Fields, head of Ford's operations in the Americas, raised his hand and-in what once would have been a moment of career suicide-admitted that a defective part threatened to delay the launch of an important new car. The room fell silent, until Mr Mulally began to clap his hands. "Great visibility," the new boss added.
机译:艾伦·穆拉利(Alan Mulally)于2006年9月出任福特首席执行官后不久,他组织了一次每周一次的高级管理人员会议,询问他们的情况。很好,很好,很好,桌子周围的答案。 “我们预计将亏损170亿美元,没有人会遇到任何问题!”穆拉利先生令人难以置信。下周,当他问同样的问题时,福特美洲业务负责人马克·菲尔德斯举起了手,而那本来是职业自杀的那一刻,他承认一个有缺陷的零件威胁要推迟推出一款重要的新车。房间里一片寂静,直到穆拉利先生开始拍手。新老板补充说:“知名度很高。”

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    《The economist》 |2010年第8712期|p.72-74|共3页
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