实话实说：车界老兵点评六大CEO

哈罗德•波林

1990年至1993年任福特CEO

卢茨说：“强硬，固执己见，不妥协，他是那种坚持‘如果没法衡量它，它就不存在’的人。”

卢茨的打分：271

    波林曾说过，世界上没有哪个项目是因为太微不足道而不应被质疑；没有成本是低到不能再砍掉20%的；没有哪笔经费是充分合理、不需要被仔细调查是否存在虚报谎报的。这是一种对财务病态的斤斤计较。我在财务上的大手大脚被他一次次地驳了回来。这种锱铢必较的悲剧之处在于，它不仅妨碍了进步，使人丧失信心，而且也拉高了隐藏的浪费和成本——比如调查的成本、为开支辩护的成本，以及那些聪明人为了想出另一条能把事情办成的办法而花费的成本。

    我讨厌和波林一起工作，给人的感觉就像又进了一次新兵营。但是波林教会了我一个道理，那就是强硬、不妥协、冷酷甚至近于卑鄙的节约成本的手段和成本评估可能会带来重大的节约。它迫使规划人员重新检讨有多少工具设备可以重复使用，有多少零部件可以沿用过去车型的部件，有多少车身样式和版本是真正必要的，而不是有没有都无伤大雅。后来我到克莱斯勒（Chrysler）和通用公司（GM）工作后，波林的这一套方法也起了不小的作用，只是我总是努力潜移默化地把它灌输到幽默感、工艺和市场判断中。

Harold "Red" Poling

Ford CEO 1990-93

    Lutz says: "Tough, opinionated, uncompromising, he was of the school that held 'If you can't measure it, it doesn't exist.'"

Lutz grade: 271

    In the world according to Poling, no project was too trivial to be questioned, no cost too low to be given a 20% cut, no outlay sufficiently justified to not be closely investigated for padding or outright deceit. It was financial micromanagement at its absolute worst. The theme of my financial recklessness was pressed home repeatedly. The tragedy of this type of bean-counter-ism is that besides applying the brakes to progress and being thoroughly demoralizing, it actually drives hidden waste and cost ... cost spent investigating, cost spent justifying, and cost driven by the clever troops finding an alternate way to get the job done.

    I hated working for Red. It was sort of like Marine boot camp all over again. [But] Red taught me that the tough, uncompromising, unfeeling, almost nasty approach to initial cost and investment estimates could produce meaningful savings. It forced the planners to reexamine how much of the tooling and facilities could get reused, how many parts could be carried over from the past model, how many body styles and versions were really necessary as opposed to nice to have. The Poling approach served me well during my later tenure at Chrysler and my last tour at GM, although I was always at pains to leave it with humor, engineering, and marketing judgment.