This case concentrates on how its current CEO, Mark Fields, and his senior management team should best respond to several emerging disruptive technologies that may ultimately force the automaker to alter its present business model and the Ford Motor Company in Springtime 2016. These disruptive technologies includes connectivity autonomous vehicles electric vehicles, automobile ownership and use, and development of subcompact cars cars. Having experienced a successful financial turnaround under the direction of its past CEO, Alan Mulally, during and after the 2008-09 recession, Ford must now decide whether its present investment in reacting to these new emerging technologies is too much, too little or just right.
As Ford considers the degree of its result, it also faces new competitors in the quick-changing automotive landscape -- besides its traditional automaker rivals like General Motors, Toyota and Hyundai -- that now includes the Google, Apple and Tesla from the Silicon Valley in addition to BYD and LeEco from China. Ford's history of innovation in response to past chances and challenges during its history is also discussed.
PUBLICATION DATE: July 01, 2016 PRODUCT #: B5875-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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