Driving change: an interview with Ford Motor Company's Jacques Nasser. Interview by Suzy Wetlaufer.
What happens when the world is changing but your organization isn't? And what if that organization has 340,000 employees in 200 countries? In this interview, Jacques Nasser, the new CEO of Ford Motor Company, talks with HBR editor Suzy Wetlaufer about these challenges and explains how his company is overcoming them through a unique education program. Since its very beginnings, says Nasser, Ford has comprised dozens of far-flung divisions and units, each with its own "fiefdom" mind-set. The fiefdoms didn't share information, let alone great ideas. Such behavior stifled creativity and drove up costs. Today's global environment demands a new and different way of doing business, says Nasser, and to that end, Ford has launched a multifaceted teaching initiative that will reach every one of Ford's employees by year-end. The goal of the program: to help employees view the company in its entirety as shareholders do, and then act that way too. At the heart of the initiative is the teachable point of view, a five-part written explanation of what a person knows and believes about what it takes to succeed in business. It is more than just a document to be discussed and then filed. It has proven to be a powerful tool for organizational transformation, and not only at Ford. In a commentary accompanying Nasser's interview, Noel Tichy, leadership expert and consultant to Ford describes the building blocks of the teachable point of view and explores how it can be implemented in any organization determined to change for the better.
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D001315:Australia; D003405:Creativity; D004465:Economic Competition; D006801:Humans; D007221:Industry / Q000191:economics / Q000458:organization & administration*; D007857:Leadership; D007858:Learning; D015279:Organizational Culture; D009936:Organizational Innovation; D013192:Staff Development / Q000379:methods*; D013663:Teaching