Alan Mulally - Revision history

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	\| nationality = {{USA}} American		\| nationality = {{USA}} American
	\| education = [[University of Kansas]] (B.S., M.S. Aeronautical Engineering)<br>[[MIT Sloan School of Management]] (M.S. Management, 1982)		\| education = [[University of Kansas]] (B.S., M.S. Aeronautical Engineering)<br>[[MIT Sloan School of Management]] (M.S. Management, 1982)
			\| alma_mater = [[University of Kansas]]<br>[[MIT Sloan School of Management]] (MS)
	\| occupation = Aerospace engineer, business executive		\| occupation = Aerospace engineer, business executive
	\| years_active = 1969–2014		\| years_active = 1969–2014

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Created comprehensive article: Ford CEO 2006-2014, Boeing 777 developer, avoided bailout, Working Together management system, Time 100, Automotive Hall of Fame

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{{Infobox person
| name = Alan Mulally
| image = Alan_Mulally.jpg
| image_size = 300px
| caption = Mulally in 2012
| birth_name = Alan Roger Mulally
| birth_date = {{Birth date and age|1945|8|4}}
| birth_place = [[Oakland, California]], United States
| nationality = {{USA}} American
| education = [[University of Kansas]] (B.S., M.S. Aeronautical Engineering)<br>[[MIT Sloan School of Management]] (M.S. Management, 1982)
| occupation = Aerospace engineer, business executive
| years_active = 1969–2014
| title = President and CEO, [[Ford Motor Company]] (2006–2014)<br>CEO, [[Boeing Commercial Airplanes]] (2001–2006)
| spouse = Nicki Mulally (m. 1970)
| children = 5
| networth = $300 million (estimated)
| awards = Robert J. Collier Trophy (1995)<br>Time 100 (2009)<br>Automotive Hall of Fame (2014)
}}

'''Alan Roger Mulally''' (born August 4, 1945) is an American aerospace engineer and business executive who served as president and chief executive officer of [[Ford Motor Company]] from 2006 to 2014. His leadership during the [[2008 financial crisis]] is widely regarded as one of the most successful corporate turnarounds in American business history, as Ford was the only major U.S. automaker to avoid a government bailout.

Before joining Ford, Mulally spent 37 years at [[Boeing]], where he led the development of the [[Boeing 777]]—the company's most profitable aircraft ever—and served as president and CEO of [[Boeing Commercial Airplanes]] from 2001 to 2006. He developed the "Working Together" management system that became central to both Boeing's and Ford's success during his tenure.

Since retiring from Ford, Mulally has served on the boards of [[Google]] and [[Alphabet Inc.]], and is frequently cited as one of the greatest CEOs in American automotive history.

== Early life and education ==

Alan Roger Mulally was born on August 4, 1945, in Oakland, California. His parents, Charles R. Mulally and Lauraine Lizette (Clark) Mulally, met at a USO dance during World War II.<ref name="geni">Geni.com, "Alan Roger Mulally Genealogy"</ref> The family moved to his mother's hometown of [[Lawrence, Kansas]], where Mulally was raised.

Growing up in Kansas, Mulally developed an early fascination with aviation and engineering. He was deeply inspired by President [[John F. Kennedy]]'s 1962 "We Choose to Go to the Moon" speech, later recalling that he jumped up and declared "I'm ready" after hearing it.<ref name="franklin">The Franklin Institute, "Alan Mulally"</ref> This moment helped shape his decision to pursue a career in aerospace engineering.

Mulally was a member of Plymouth Congregational Church in Lawrence, where he was mentored by Reverend Dale Turner. He later described studying the minister's influence on the congregation and learning early lessons about leadership and inspiration.<ref name="seattle">The Seattle Times, "Boeing's Mr. Nice Guy: Alan Mulally steps into the limelight"</ref>

Following his mother's footsteps, Mulally attended the [[University of Kansas]], where he was a member of the Kappa Sigma fraternity. He earned a Bachelor of Science degree in aeronautical and astronautical engineering in 1968, followed by a Master of Science degree in the same field in 1969.<ref name="ford">Ford Media Center, "Alan Mulally"</ref>

Mulally later earned a Master of Science degree in management from the [[MIT Sloan School of Management]] in 1982 as an Alfred P. Sloan Fellow, a prestigious program for mid-career executives.<ref name="ford"/>

== Boeing career (1969–2006) ==

=== Early engineering work (1969–1992) ===

Mulally joined [[Boeing]] immediately after completing his graduate studies in 1969 as an engineer. Over the next two decades, he worked on numerous significant engineering and program-management assignments, contributing to the development of the Boeing 727, 737, 747, 757, 767, 777, and 787 aircraft programs.<ref name="ford"/>

A pivotal early assignment was leading the cockpit design team for the [[Boeing 757]]/[[Boeing 767|767]] project. Under his leadership, the team developed a revolutionary all-digital flight deck—the first in commercial aviation—that enabled a common type rating for pilots on both aircraft. This innovation reduced training costs for airlines and became an industry standard.<ref name="mgscc">MGSCC Knowledge Bank, "How Alan Mulally's 'Working Together' System Saved Boeing & Ford"</ref>

Mulally rose through the engineering ranks to become director of engineering for the commercial airplane group, then vice president of engineering.

=== Boeing 777 development (1992–1994) ===

In September 1992, Mulally was named vice president and general manager of the [[Boeing 777]] program, overseeing the development of what would become Boeing's most profitable aircraft and the most produced wide-body jet airliner in history.<ref name="amazon">Amazon, "Boeing 777: People 'Working Together' to Produce the Triple Seven"</ref>

The 777 was groundbreaking in several ways: it was the first Boeing airliner designed entirely using digital software (CATIA), eliminating the need for a physical mock-up, and the first Boeing aircraft to utilize fly-by-wire controls. The program was completed on time and within budget, a rarity for such ambitious aircraft projects.<ref name="amazon"/>

Mulally elevated the "Working Together" philosophy first articulated by Boeing president Phil Condit into a comprehensive management system. This approach included all stakeholders—engineers, suppliers, airline customers, and manufacturing teams—in regular reviews of development status, enabling continuous improvement throughout the design process.<ref name="wiley">Wiley Online Library, "People 'Working Together' to Produce the Preferred Boeing 777 Airplane Family"</ref>

The National Aeronautic Association granted Mulally and his team the 1995 [[Robert J. Collier Trophy]] for the greatest achievement in aeronautics and astronautics of the year.<ref name="ford"/>

=== Senior leadership (1994–2006) ===

Following the 777's success, Mulally was named senior vice president of Boeing in 1994. In 1997, he became president of Information, Space & Defense Systems. In 1998, he was named president of [[Boeing Commercial Airplanes]], with CEO duties added in 2001.<ref name="ford"/>

As head of Boeing's commercial airplane division, Mulally was largely credited with Boeing's resurgence against [[Airbus]] in the mid-2000s. He championed the development of the fuel-efficient [[Boeing 787 Dreamliner]], which helped Boeing recapture market share from its European rival.

For his performance, [[Aviation Week & Space Technology]] named Mulally person of the year for 2006.<ref name="autohall">Automotive Hall of Fame, "Alan Mulally"</ref>

Despite his success, Mulally was passed over for the position of Boeing CEO in 2005, when the board selected James McNerney instead. This decision led to Mulally's departure from Boeing for Ford.<ref name="autohall"/>

== Ford Motor Company (2006–2014) ==

=== Arrival and strategy ===

On September 5, 2006, [[Ford Motor Company]] announced that Mulally would become president and CEO, succeeding William Clay Ford Jr., who would remain as executive chairman. The hiring was recommended by former Ford CEO Donald Petersen, who saw Mulally as the strong outside leader Ford desperately needed.<ref name="autohall"/>

At the time of Mulally's appointment, Ford was in crisis. The company had just posted its worst loss in more than 14 years—a deficit of $6 billion in two quarters—and its once blue-chip stock had been downgraded to junk bond status. The 2006 annual loss would reach $12.7 billion, one of the worst financial performances in the company's history.<ref name="imd">IMD, "How CEO's drive saved car giant Ford from the scrapyard"</ref>

Mulally's arrival was initially met with skepticism. In a widely reported incident, just as Ford was about to announce his selection, Mulally called his [[Lexus]] LS430 "the finest car in the world." The comment drew criticism, though Mulally quickly switched to driving Ford vehicles.<ref name="wiley"/>

In 2007, Mulally introduced the "One Ford" plan, a four-point business strategy aimed at unifying the company under a single global brand. Before his tenure, Ford had operated almost like a collection of regional companies with different strategies, products, and management practices across North America, Europe, and Asia. The plan called for:
# Aggressively restructuring operations to generate profitability at current demand
# Accelerating development of new products customers wanted and valued
# Financing the plan and improving the balance sheet
# Working together effectively as one global team<ref name="eustochos">Eustochos, "Ford Motor Company's Restructuring under Alan Mulally"</ref>

=== Financial crisis and avoiding the bailout ===

In late 2006, Mulally made a decision that would prove pivotal: he led Ford to borrow $23.6 billion by mortgaging all of the company's assets, including the iconic Blue Oval logo and the Ford name itself. At the time, the move was widely interpreted as a sign of desperation, with critics questioning whether Ford was on the verge of collapse.<ref name="cnn">CNN, "Ford CEO on bailout opposition: Past is past"</ref>

Mulally explained his reasoning differently: he intended to use the money "to finance a major overhaul and provide a cushion to protect for a recession or other unexpected event."<ref name="cnn"/> When the [[2008 financial crisis]] hit two years later, that cushion proved decisive.

As banks tightened lending, consumers pulled back spending, and [[General Motors]] and [[Chrysler]] careened toward bankruptcy, Ford's liquidity position enabled it to weather the storm. Congress offered all three Detroit automakers government bailouts in late 2008; GM and Chrysler accepted the taxpayer lifeline, but Ford declined.<ref name="acertitude">Acertitude, "How Superstar CEO Alan Mulally Brought Ford Back from the Brink"</ref>

Mulally nonetheless testified before Congress in support of government assistance for GM and Chrysler, arguing that their collapse would devastate the shared supplier base on which Ford also depended. His congressional testimony, delivered with characteristic directness and optimism, was widely praised for its clarity and honesty.<ref name="autohall"/>

By 2010, Ford reported annual income of $6.6 billion—its best profit in a decade and a remarkable $19.3 billion turnaround from the 2006 loss.<ref name="autohall"/>

=== Leadership style and cultural transformation ===

Central to Ford's turnaround was Mulally's implementation of the "Working Together" management system he had refined at Boeing. Weekly [[Business Plan Review]] (BPR) meetings brought together Ford's top executives to review the status of the company's strategic plan using a color-coded system: green for on-track, yellow for caution, and red for problems requiring attention.<ref name="goldsmith">John Spence, "Working Together Really Works"</ref>

Initially, executives came to meetings showing only green status indicators, afraid to admit problems. The cultural breakthrough came when executive Mark Fields (who would later succeed Mulally as CEO) presented a red status for a vehicle launch delay. Rather than criticizing Fields, Mulally applauded, saying, "Mark, that's great visibility. Who can help Mark with this?" The moment signaled that honest communication about problems would be rewarded, not punished.<ref name="goldsmith"/>

Mulally also emphasized what he called "loving them up"—creating an environment where employees felt valued, respected, and appreciated. "When people know they are respected and appreciated, and that their work matters, we have earned their hearts and minds," Mulally explained.<ref name="hesselbeinforum">Hesselbein Forum, "A Conversation with Alan Mulally About His 'Working Together' Strategic, Operational System"</ref>

=== Recognition and retirement ===

Mulally's transformation of Ford earned him widespread recognition. He was included in the [[Time 100]] list in 2009, with [[Steve Ballmer]] writing the entry: "[Mulally] understands the fundamentals of business success as well as any business leader I know."<ref name="autohall"/>

In 2011, Mulally was named Person of the Year by the Financial Times ArcelorMittal Boldness in Business Awards and CEO of the Year by Chief Executive magazine. He also received an Edison Achievement Award for his commitment to innovation throughout his career.<ref name="ford"/>

The [[Automotive Hall of Fame]] inducted Mulally in 2014, recognizing his role in saving Ford Motor Company.<ref name="autohall"/>

Mulally retired from Ford on July 1, 2014, passing the CEO role to [[Mark Fields]], who had been a key ally in implementing the turnaround plan.<ref name="ford"/>

== Post-Ford career ==

On July 15, 2014, shortly after retiring from Ford, Mulally was appointed to the [[board of directors]] of [[Google]].<ref name="conferencebd">The Conference Board, "Alan Mulally"</ref> When Google reorganized as [[Alphabet Inc.]] in 2015, Mulally continued serving on the board and joined the company's auditing committee, positions he continues to hold.

Mulally has remained active as a speaker and adviser on leadership and management. In late 2024, new Boeing CEO Kelly Ortberg consulted with Mulally about Boeing's recovery strategy, seeking insight from the executive who had previously led one of the company's most successful eras.<ref name="leeham">Leeham News, "Ortberg taps Mulally, Connor about Boeing's recovery"</ref>

== Personal life ==

Mulally met his wife, Nicki (née Connell), while both were students at the [[University of Kansas]]. They married in 1970 and have five children together. Nicki is a former elementary school teacher.<ref name="mayo">Mayo Clinic Magazine, "Humility, Love & Service"</ref>

The Mulallys lived near Seattle during his Boeing years and later in the Detroit area during his Ford tenure. Mulally is known for his dedication to family life; he instructed his executive assistant to schedule business appointments around important family events. Throughout their marriage, he and Nicki have maintained a tradition of spending Saturday evenings alone together, usually dining out. Mulally estimated he had missed only about a dozen of these weekly dates in over thirty years of marriage.<ref name="seattle"/>

Mulally is a private pilot and enjoys tennis, golf, and reading. He is also known for his artistic doodles, which became famous within Boeing.<ref name="goe">Gathering of Eagles Foundation, "Mulally, Alan"</ref> He remains a devout Christian and credits his early church experiences in Kansas with shaping his approach to leadership and service.

In 2012, Mulally was awarded an honorary Doctor of Science degree by the University of Kansas for his contributions to engineering and the transportation industry.<ref name="autohall"/>

Mulally's net worth is estimated at approximately $300 million.<ref name="glamour">Glamour Biz, "Alan Mulally (Former CEO Of Ford) Net Worth"</ref>

== References ==
{{Reflist}}

== External links ==
* [https://media.ford.com/content/fordmedia/fna/us/en/people/alan-mulally.html Ford Media Center Profile]
* [https://www.automotivehalloffame.org/honoree/alan-mulally/ Automotive Hall of Fame]
* [https://www.linkedin.com/in/alanmulally/ LinkedIn Profile]

[[Category:1945 births]]
[[Category:Living people]]
[[Category:Chief executive officers]]
[[Category:American business executives]]
[[Category:Ford people]]
[[Category:Boeing people]]
[[Category:University of Kansas alumni]]
[[Category:MIT Sloan School of Management alumni]]
[[Category:American aerospace engineers]]
[[Category:Directors of Alphabet Inc.]]
[[Category:People from Oakland, California]]
[[Category:People from Lawrence, Kansas]]

← Older revision		Revision as of 07:47, 22 December 2025
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	\| alma_mater = [[University of Kansas]]<br>[[MIT Sloan School of Management]] (MS)		\| alma_mater = [[University of Kansas]]<br>[[MIT Sloan School of Management]] (MS)
	\| occupation = Aerospace engineer, business executive		\| occupation = Aerospace engineer, business executive
	\| years_active = ~~1969–2014~~		\| years_active = 1969-2014
	\| title = President and CEO, [[Ford Motor Company]] (~~2006–2014~~)<br>CEO, [[Boeing Commercial Airplanes]] (~~2001–2006~~)		\| title = President and CEO, [[Ford Motor Company]] (2006-2014)<br>CEO, [[Boeing Commercial Airplanes]] (2001-2006)
	\| spouse = Nicki Mulally (m. 1970)		\| spouse = Nicki Mulally (m. 1970)
	\| children = 5		\| children = 5
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	}}		}}

	'''Alan Roger Mulally''' (born August 4, 1945) is an American aerospace engineer and business executive who served as president and chief executive officer of [[Ford Motor Company]] from 2006 to 2014. His leadership during the [[2008 financial crisis]] is widely regarded as one of the most successful corporate turnarounds in American business history, as Ford was the only major U.S. ~~automaker~~ to avoid a government bailout.		'''Alan Roger Mulally''' (born August 4, 1945) is an American aerospace engineer and business executive who served as president and chief executive officer of [[Ford Motor Company]] from 2006 to 2014. His leadership during the [[2008 financial crisis]] is widely regarded as one of the most successful corporate turnarounds in American business history, as Ford was the only major U.S. Automaker to avoid a government bailout.

	Before joining Ford, Mulally spent 37 years at [[Boeing]], where he led the development of the [[Boeing 777]]~~—the~~ company's most profitable aircraft ~~ever—and~~ served as president and CEO of [[Boeing Commercial Airplanes]] from 2001 to 2006. He developed the "Working Together" management system that became central to both Boeing's and Ford's success during his tenure.		Before joining Ford, Mulally spent 37 years at [[Boeing]], where he led the development of the [[Boeing 777]] - the company's most profitable aircraft ever - and served as president and CEO of [[Boeing Commercial Airplanes]] from 2001 to 2006. He developed the "Working Together" management system that became central to both Boeing's and Ford's success during his tenure.

	Since retiring from Ford, Mulally has served on the boards of [[Google]] and [[Alphabet Inc.]], and is frequently cited as one of the greatest CEOs in American automotive history.		Since retiring from Ford, Mulally has served on the boards of [[Google]] and [[Alphabet Inc.]], and is frequently cited as one of the greatest CEOs in American automotive history.
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	Mulally later earned a Master of Science degree in management from the [[MIT Sloan School of Management]] in 1982 as an Alfred P. Sloan Fellow, a prestigious program for mid-career executives.<ref name="ford"/>		Mulally later earned a Master of Science degree in management from the [[MIT Sloan School of Management]] in 1982 as an Alfred P. Sloan Fellow, a prestigious program for mid-career executives.<ref name="ford"/>

	== Boeing career (~~1969–2006~~) ==		== Boeing career (1969-2006) ==

	=== Early engineering work (~~1969–1992~~) ===		=== Early engineering work (1969-1992) ===

	Mulally joined [[Boeing]] immediately after completing his graduate studies in 1969 as an engineer. Over the next two decades, he worked on numerous significant engineering and program-management assignments, contributing to the development of the Boeing 727, 737, 747, 757, 767, 777, and 787 aircraft programs.<ref name="ford"/>		Mulally joined [[Boeing]] immediately after completing his graduate studies in 1969 as an engineer. Over the next two decades, he worked on numerous significant engineering and program-management assignments, contributing to the development of the Boeing 727, 737, 747, 757, 767, 777, and 787 aircraft programs.<ref name="ford"/>

	A pivotal early assignment was leading the cockpit design team for the [[Boeing 757]]/[[Boeing 767\|767]] project. Under his leadership, the team developed a revolutionary all-digital flight ~~deck—the~~ first in commercial ~~aviation—that~~ enabled a common type rating for pilots on both aircraft. This innovation reduced training costs for airlines and became an industry standard.<ref name="mgscc">MGSCC Knowledge Bank, "How Alan Mulally's 'Working Together' System Saved Boeing & Ford"</ref>		A pivotal early assignment was leading the cockpit design team for the [[Boeing 757]]/[[Boeing 767\|767]] project. Under his leadership, the team developed a revolutionary all-digital flight deck - the first in commercial aviation - that enabled a common type rating for pilots on both aircraft. This innovation reduced training costs for airlines and became an industry standard.<ref name="mgscc">MGSCC Knowledge Bank, "How Alan Mulally's 'Working Together' System Saved Boeing & Ford"</ref>

	Mulally rose through the engineering ranks to become director of engineering for the commercial airplane group, then vice president of engineering.		Mulally rose through the engineering ranks to become director of engineering for the commercial airplane group, then vice president of engineering.

	=== Boeing 777 development (~~1992–1994~~) ===		=== Boeing 777 development (1992-1994) ===

	In September 1992, Mulally was named vice president and general manager of the [[Boeing 777]] program, overseeing the development of what would become Boeing's most profitable aircraft and the most produced wide-body jet airliner in history.<ref name="amazon">Amazon, "Boeing 777: People 'Working Together' to Produce the Triple Seven"</ref>		In September 1992, Mulally was named vice president and general manager of the [[Boeing 777]] program, overseeing the development of what would become Boeing's most profitable aircraft and the most produced wide-body jet airliner in history.<ref name="amazon">Amazon, "Boeing 777: People 'Working Together' to Produce the Triple Seven"</ref>
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	The 777 was groundbreaking in several ways: it was the first Boeing airliner designed entirely using digital software (CATIA), eliminating the need for a physical mock-up, and the first Boeing aircraft to utilize fly-by-wire controls. The program was completed on time and within budget, a rarity for such ambitious aircraft projects.<ref name="amazon"/>		The 777 was groundbreaking in several ways: it was the first Boeing airliner designed entirely using digital software (CATIA), eliminating the need for a physical mock-up, and the first Boeing aircraft to utilize fly-by-wire controls. The program was completed on time and within budget, a rarity for such ambitious aircraft projects.<ref name="amazon"/>

	Mulally elevated the "Working Together" philosophy first articulated by Boeing president Phil Condit into a comprehensive management system. This approach included all ~~stakeholders—engineers~~, suppliers, airline customers, and manufacturing ~~teams—in~~ regular reviews of development status, enabling continuous improvement throughout the design process.<ref name="wiley">Wiley Online Library, "People 'Working Together' to Produce the Preferred Boeing 777 Airplane Family"</ref>		Mulally elevated the "Working Together" philosophy first articulated by Boeing president Phil Condit into a comprehensive management system. This approach included all stakeholders - engineers, suppliers, airline customers, and manufacturing teams - in regular reviews of development status, enabling continuous improvement throughout the design process.<ref name="wiley">Wiley Online Library, "People 'Working Together' to Produce the Preferred Boeing 777 Airplane Family"</ref>

	The National Aeronautic Association granted Mulally and his team the 1995 [[Robert J. Collier Trophy]] for the greatest achievement in aeronautics and astronautics of the year.<ref name="ford"/>		The National Aeronautic Association granted Mulally and his team the 1995 [[Robert J. Collier Trophy]] for the greatest achievement in aeronautics and astronautics of the year.<ref name="ford"/>

	=== Senior leadership (~~1994–2006~~) ===		=== Senior leadership (1994-2006) ===

	Following the 777's success, Mulally was named senior vice president of Boeing in 1994. In 1997, he became president of Information, Space & Defense Systems. In 1998, he was named president of [[Boeing Commercial Airplanes]], with CEO duties added in 2001.<ref name="ford"/>		Following the 777's success, Mulally was named senior vice president of Boeing in 1994. In 1997, he became president of Information, Space & Defense Systems. In 1998, he was named president of [[Boeing Commercial Airplanes]], with CEO duties added in 2001.<ref name="ford"/>
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	Despite his success, Mulally was passed over for the position of Boeing CEO in 2005, when the board selected James McNerney instead. This decision led to Mulally's departure from Boeing for Ford.<ref name="autohall"/>		Despite his success, Mulally was passed over for the position of Boeing CEO in 2005, when the board selected James McNerney instead. This decision led to Mulally's departure from Boeing for Ford.<ref name="autohall"/>

	== Ford Motor Company (~~2006–2014~~) ==		== Ford Motor Company (2006-2014) ==

	=== Arrival and strategy ===		=== Arrival and strategy ===
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	On September 5, 2006, [[Ford Motor Company]] announced that Mulally would become president and CEO, succeeding William Clay Ford Jr., who would remain as executive chairman. The hiring was recommended by former Ford CEO Donald Petersen, who saw Mulally as the strong outside leader Ford desperately needed.<ref name="autohall"/>		On September 5, 2006, [[Ford Motor Company]] announced that Mulally would become president and CEO, succeeding William Clay Ford Jr., who would remain as executive chairman. The hiring was recommended by former Ford CEO Donald Petersen, who saw Mulally as the strong outside leader Ford desperately needed.<ref name="autohall"/>

	At the time of Mulally's appointment, Ford was in crisis. The company had just posted its worst loss in more than 14 ~~years—a~~ deficit of $6 billion in two ~~quarters—and~~ its once blue-chip stock had been downgraded to junk bond status. The 2006 annual loss would reach $12.7 billion, one of the worst financial performances in the company's history.<ref name="imd">IMD, "How CEO's drive saved car giant Ford from the scrapyard"</ref>		At the time of Mulally's appointment, Ford was in crisis. The company had just posted its worst loss in more than 14 years - a deficit of $6 billion in two quarters - and its once blue-chip stock had been downgraded to junk bond status. The 2006 annual loss would reach $12.7 billion, one of the worst financial performances in the company's history.<ref name="imd">IMD, "How CEO's drive saved car giant Ford from the scrapyard"</ref>

	Mulally's arrival was initially met with skepticism. In a widely reported incident, just as Ford was about to announce his selection, Mulally called his [[Lexus]] LS430 "the finest car in the world." The comment drew criticism, though Mulally quickly switched to driving Ford vehicles.<ref name="wiley"/>		Mulally's arrival was initially met with skepticism. In a widely reported incident, just as Ford was about to announce his selection, Mulally called his [[Lexus]] LS430 "the finest car in the world." The comment drew criticism, though Mulally quickly switched to driving Ford vehicles.<ref name="wiley"/>
Line 93:		Line 93:
	Mulally nonetheless testified before Congress in support of government assistance for GM and Chrysler, arguing that their collapse would devastate the shared supplier base on which Ford also depended. His congressional testimony, delivered with characteristic directness and optimism, was widely praised for its clarity and honesty.<ref name="autohall"/>		Mulally nonetheless testified before Congress in support of government assistance for GM and Chrysler, arguing that their collapse would devastate the shared supplier base on which Ford also depended. His congressional testimony, delivered with characteristic directness and optimism, was widely praised for its clarity and honesty.<ref name="autohall"/>

	By 2010, Ford reported annual income of $6.6 ~~billion—its~~ best profit in a decade and a remarkable $19.3 billion turnaround from the 2006 loss.<ref name="autohall"/>		By 2010, Ford reported annual income of $6.6 billion - its best profit in a decade and a remarkable $19.3 billion turnaround from the 2006 loss.<ref name="autohall"/>

	=== Leadership style and cultural transformation ===		=== Leadership style and cultural transformation ===
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	Initially, executives came to meetings showing only green status indicators, afraid to admit problems. The cultural breakthrough came when executive Mark Fields (who would later succeed Mulally as CEO) presented a red status for a vehicle launch delay. Rather than criticizing Fields, Mulally applauded, saying, "Mark, that's great visibility. Who can help Mark with this?" The moment signaled that honest communication about problems would be rewarded, not punished.<ref name="goldsmith"/>		Initially, executives came to meetings showing only green status indicators, afraid to admit problems. The cultural breakthrough came when executive Mark Fields (who would later succeed Mulally as CEO) presented a red status for a vehicle launch delay. Rather than criticizing Fields, Mulally applauded, saying, "Mark, that's great visibility. Who can help Mark with this?" The moment signaled that honest communication about problems would be rewarded, not punished.<ref name="goldsmith"/>

	Mulally also emphasized what he called "loving them up"~~—creating~~ an environment where employees felt valued, respected, and appreciated. "When people know they are respected and appreciated, and that their work matters, we have earned their hearts and minds," Mulally explained.<ref name="hesselbeinforum">Hesselbein Forum, "A Conversation with Alan Mulally About His 'Working Together' Strategic, Operational System"</ref>		Mulally also emphasized what he called "loving them up" - creating an environment where employees felt valued, respected, and appreciated. "When people know they are respected and appreciated, and that their work matters, we have earned their hearts and minds," Mulally explained.<ref name="hesselbeinforum">Hesselbein Forum, "A Conversation with Alan Mulally About His 'Working Together' Strategic, Operational System"</ref>

	=== Recognition and retirement ===		=== Recognition and retirement ===