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LEADERSHIP

OF

ALAN MULALLY
FORD CEO (2006-2014)

BY
G.NARENDER REDDY

161316

EARLY LIFE
Alan Roger Mulally
American Engineer and Business executive.
Born August 4, 1945, Oakland, California.
Grew up in Lawrence, Kansas.

EDUCATION
Graduated from the University of Kansas in
1969 with Bachelor of Science.
Master of Science degrees in Aeronautical
and Astronautical Engineering.
He received a Master's degree in
Management from the MIT Sloan School of
Management in 1882

CAREER

BOEING
Hired by Boeing immediately out of college in 1969 as an
engineer.
He led the cockpit design team, featured the first all-digital
flight deck in a commercial aircraft.
From September 1992, as vice-president and General Manager
and Chief Executive Officerduties were added in 2001.
Aviation week & space technologynamed him as person of the

FORD MOTOR COMPANY


CEO of Ford Motor Company on September 5, 2006.
In 2007, he presided over the sale ofJaguar CarsandLand
Rover toTata Motors preferring to concentrate on the Ford
brand.
"Alan was the right choice to be CEO, and it gets more right
every day".
-Ford chairman William Clay Ford

FORD BANKRUPTCY AND MULALLY AS CEO


Ford was in dire straits in 2006. The company was preparing
to announce its biggest loss in the history of the 103-year old
company and was on the brink of bankruptcy.
That was when Alan Mulally stepped in as CEO.
At the core of fords new culture is the one ford plan that
takes to heart the ideas of one team, one plan, and one
goal. Mulally says those are more than just words.
So what are the results at Ford? The company has posted an
annual profit since 2009, and its stock price has rebounded
dramatically. In fact, it has outperformed main rivals Toyota
and GM in the last 5 yearsford has thrived whereas its peers
have struggled.

EVERYBODY SAYS YOU CAN'T MAKE


MONEY OFF SMALL CARS. WELL,
YOU'D BETTER WELL FIGURE OUT
HOW TO MAKE MONEY BECAUSE
THAT'S WHERE THE WORLD IS
GOING.
-ALAN MULALLY

2008

POST-FORD

On July 9,2014, he joined the Board of Directors of


Google.
Mulally became a senior fellow atSeattle University's
Albers School of Business in April 2016

LEADERSHIP STYLE

BOTH AUTOCRATIC AND DEMOCRATIC


AUTOCRATIC:WHEN PEOPLE CRITICIZED SELLING OF
JAGUAR AND LANDROVER TO TATA SONS, HE TOOK
AUTOCRATIC DECISION AND SUCCEEDED BY
CONCENTRATING ON THEIR FORD BRAND.

DEMOCRATIC: He had a meeting with Ford's


executives, called a "Business Plan Review"
(BPR) every Thursday at 7 a.m. in the
"Thunderbird Room" at Ford's headquarters.

LEADERSHIP TRAITS
1. Making Values Known
Under Mulallys leadership style, memorable phrases are used to
communicate the leaders values . Frequently, Mulally uses phrases as One
Ford, the power of teams, one team and working together always
works to show how much he values team players.
2. Communicating an Inspiring Vision
Mulally often communicates a memorable vision phrase of Henry Ford,
opening the highways for all mankind, to express how the company is
serving humankind and making the world a better place.
3. Living It
During meetings, Mulally was a facilitator and coach, rather than a dictator,
prohibiting humor made at the expense of others and expecting leaders to
openly share obstacles they are facing. Also, he celebrates and enthusiastically
praises leaders who are helping each other.

CONTD..
4. Taking a Positive Can Do Attitude
Mulally leads with positive comments rather than criticism, with a plan in place, good
people to implement it and continuous improvement of the plan. All the while, he
maintains an optimistic attitude that his company will continue to make progress
toward its vision.

5. Getting Everyone on the Same Page


Knowing the importance of a collective point of view, Mulally created a weekly meeting
attended by the global leadership team, together with all functional and business
leaders, who would present updates on progress to achieve their goals.

6. Being Results Oriented


As results and task excellence are always important to Mulally, he often talks about
relentless implementation and letting data to set his people free. Also, he follows a set
of metrics in assessing progress and results, which are tracked and analyzed regularly
in meetings, which grounds his team in reality and provides a way for assessing where
the company stands.