Ford's Slow-Motion CEO Succession Plan
In 2006, Alan Mulally, nearly three months into his job as chief executive officer of Ford Motor, was growing increasingly frustrated with the crew of managers he’d inherited. To foster candor, the ex-Boeing executive instituted a weekly reality check: a Thursday morning meeting where top managers reported on their initiatives using a green, yellow, or red code to indicate progress, caution, or a problem. Ford’s auto business was on its way to losing $17 billion that year, yet all Mulally saw every Thursday was a sea of green.
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