A passion for the business
β Scribed by Jacques Nasser
- Book ID
- 102933291
- Publisher
- John Wiley and Sons
- Year
- 1999
- Weight
- 729 KB
- Volume
- 1999
- Category
- Article
- ISSN
- 1087-8149
No coin nor oath required. For personal study only.
β¦ Synopsis
uilding large organizations that retain the entrqrnmurial spirit ofsmall start-up businesses is a challenge fan'ng many leaders. Ford Motor Company has a history o f o p nizational innovation, including work in labor-management partnerships, empowered work teams, and empluyee involvement. The company, with operations in every region ofthe world, recently launched a major change initiative that consolidates four regional units into integrated global p u p s for developing, manufatturing, and marketing its products.
J q u e s Nassergained international prominence last year when he became president and chief executive ofFord. Nasserj born in Lebanon, raised in Australia, andjluent injive languages, has worked in a wriety ofassipents throughout Asia, Europe, and the America. He is a key architect ofFord's recent business revitalization, resulting in mcod revenues, proJts, and shareholder return. Leader to Leader asked management consultant Robert Shaw to speak with Nasser about the demands ofleadenhip in a rapidty changing industry.
Robert S k You are sometimes described as an impatient entrepreneur. Passion is a central theme in your business philosophy. How does this work in a corporation as large as Ford?
Jacques Nauet: Passion creates the energy and drive required for any firm to grow.
You must, of course, love your product and take pride in delighting customers. My definition of passion, however, goes hrther. Having a passion for the business means that you enjoy balancing the many demands you face. For instance, how do you build the best possible car or truck at the lowest possible cost? Focusing only on a product's feanues is as inadequate as focusing only-on its cost.These are the challenges that make our jobs interesting and require us to be creative as leaders.
RS: D o e s your passion for the business have a downside? Can people misinterpret your leadership style?
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