Mathew Lee says Ford faced billions of dollars in losses in the late 2000s and needed to turn around quickly.
“in the late 2000s, Ford was faced with billions of dollars in losses and needed to turn things around quickly, right?”
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Matthew Lee
1 episodes · 5 quoted claims
Mathew Lee says that at Ford, every initiative shown to the CEO and top team was reported as green despite the company's losses.
“every initiative that was being shown to the CEO and top team was reporting, uh, in the green, right?”
At Ford, according to Mathew Lee, a leader finally reported an initiative in the red and the CEO applauded, after which the team helped fix it.
“So when one leader finally stood up and showed initiative that was in the red, the CEO stood up and applauded that leader for showing that things were in the red.”
Mathew Lee says successful transformations follow a three-part arc of setting a high aspiration, executing, and building mechanisms to sustain the change.
“A three-part arc, starting with setting a high aspiration, then moving to execution against those plans”
Mathew Lee says organizations that succeed with initial transformation objectives often reuse the same capability around 18 to 24 months in for new businesses, markets, products or channels.
“organizations that maybe start a transformation with a certain set of objectives, uh, and have success with those objectives about, you know, 18 to 24 months in”