At Ford Turnaround Is Job One Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

The case starts with the Ford Motor Company, it would seem, on the road to bankruptcy. Ford has been bleeding red ink for more than ten years old when he decided in 2006 that the continuation of the same is not going to attempt to turn right at the ship. The company faces significant external challenges such as intense competition and changing consumer preferences, as well as domestic issues such as the quality and design issues and stuffy corporate level of complexity. In the event begins, CEO Bill Ford took the unusual step of hiring an outsider automotive industry as a replacement. Alan Mulally, thirty-seven Boeing veteran and chief architect of its own massive and successful turn venerable aircraft manufacturers wasted no time to mess about business Ford. He devised a plan: • Focus on the Ford brand and deprive many other brands the company acquired over the years • Simplification and optimization of a company's corporate culture • Restore from one of the estates and the false optimism to face the reality of cooperation and with ardent faith in the viability of the plan, Mulally raised nearly $ 24 billion and began to put his plan into action. The case is considered by many reasons for the decline of this once great company and the steps it took to beat the odds and return to the path of profitability. "Hide
by James Shein, Matt Bell Source: Kellogg School Management 15 pages. Publication Date: June 28, 2012. Prod. #: KEL663-PDF-ENG