时势造英雄：穆拉利为什么能跻身福特最伟大的CEO行列

    6. 卖出捷豹和路虎是个错误

    穆拉利在上任的早期将捷豹（Jaguar）和路虎（Land Rover）两大品牌以23亿美元的价格卖给了印度塔塔汽车（Tata Motors），以便集中精力发展福特品牌的轿车与皮卡。虽然他一直没忘了替自己的举措辩护，但福特的股东一直为这个决定感到懊悔。塔塔集团在为这两个品牌投资了新车型后，早已收回了这23亿美元的好几倍，而福特则丧失了两个给产品征收高溢价的机会。捷豹和路虎在当时看起来可能是鸡肋，但是它们显然有很多的遗产和口碑没有得到发掘。

    7. 福特自身的文化问题

    通用汽车（GM）最近因为“点火门”迟来的召回而成为众矢之的。但是福特已经两次被抓到在五六种车型的燃油经济性标签上做手脚，它们比实际情况夸大了每加仑7英里。所有涉事车型不是小型车就是混合动力车型，对消费者的吸引力主要就在于油耗。虽然福特公开道了歉，同时表示将补偿已购车的车主，但是现在福特公司还没有任何一人公开站出来承担责任。

    8. 福特费用不菲

    在福特工作使穆拉利变成了一个非常富有的人。穆拉利2013年赚了2320万美金，这对于增长缓慢的汽车业来说是个大数目。另外，他还持有他约1亿美元的福特股票。此外，福特还承担了他93,275美元的住房开支和生活成本（穆拉利住在一座由公司持有的房子里），以及使用私人飞机的232,153美元的费用。

    当前在福特公司拿第二高薪的不是菲尔茨，而是比尔•福特，比尔•福特同时也是底特律雄师队的副总裁。他在2013年的全部薪水是11,955,820美元，比菲尔茨的1020万美元还多了180万美元左右。福特公司开出的薪水开包括140万美元的补贴：其中275,639美元用于私人飞机的使用，此外还有令人瞠目结舌的912,151美元的安保费用。

    9. 时机就是一切

    说穆拉利赶上了好时候，倒也不算有损他的英名。穆拉利掌权福特的时机是雷曼兄弟（Lehman Brothers）破产的两年之前，后来穆拉利颇有先见之明地募集到236亿美元的资金以备不时之需，结果带领福特成功地撑过了之后的全球大萧条。随着经济的恢复，他又乘上了汽车业销售复苏的东风。

    他的这段经历颇有些像通用电气（General Electric）前董事长兼CEO杰克•韦尔奇。韦尔奇在80年代初的经济危机中接掌通用电气，然后在公司发展到顶峰时光荣退休。而韦尔奇的继任者杰弗里•伊梅尔特则未能成功复制韦尔奇的表现。现在马尔•菲尔茨接管的时机正是汽车销量接近一个周期的顶端的时候。那么要真正给穆拉利对福特的功过下一个定论，最好还是等到经济经过另一个低谷的时候。但是穆拉利用他的人格、风范和领导力给福德带来的影响，已经足以让他名垂汽车史。（财富中文网）

    译者：朴成奎

    6. Selling Jaguar and Land Rover was a mistake

    Early in his tenure, Mulally sold Jaguar and Land Rover to Tata Motors for $2.3 billion so he could focus on Ford brand cars and trucks. Although he continues to defend the decision, Ford shareholders wish he hadn’t. After investing in new models, Tata has now recouped its purchase price several times over, while Ford has two fewer opportunities to command premium prices for its products. Jaguar and Land Rover may have been distractions at the time, but there was clearly unused leverage in their heritage and reputation.

    7. Ford has its own culture problems

    GM has been justly roasted for its belated recall of faulty ignition switch cars. But Ford has now been twice found guilty of inflating the window-sticker fuel economy ratings on a half dozen of its models by as much as seven miles per gallon. All of the cars involved were either small cars or hybrids whose appeal rests on their ability to achieve high mileage. Although Ford apologized and said it would compensate owners, no Ford employee has been publicly held responsible.

    8. Ford has turned on the money spigots

    Working at Ford has made Mulally a very wealthy man. He made $23.2 million in 2013–a big number for the slow-growth auto industry–and holds about $100 million in Ford stock. Ford also picked up his tab for $93,275 in housing and living expenses (Mulally lives in a company-owned house) and $232,153 for personal use of private aircraft.

    The second highest-paid executive at Ford these days isn’t Fields but Bill Ford, who also holds down a part-time job as vice chairman of the Detroit Lions, His total compensation in 2013 was $11,955,820, some $1.8 million more than Fields’ $10.2 million. Ford’s pay package included $1.4 million in perquisites: $275,639 for personal use of private aircraft and an eye-popping $912,151 for security.

    9. Timing is everything

    It takes nothing away from Mulally’s record to point out that he benefited from better-than-average timing. He took over two years before Lehman Brothers’ collapse and after presciently raising $23.6 billion for a rainy day fund, steered Ford through the deep global recession that followed. Then, as the economy recovered, he rode the revival of auto sales back up.

    It is a run similar to that of Jack Welch, who took over General Electric in the middle of the early 1980s recession and retired as the economy was peaking. Welch’s successor Jeffrey Immelt has had a difficult time duplicating that performance. Likewise, Mark Fields takes over when auto sales are near a cyclical peak. So it seems sensible to fully grade the Mulally record as CEO with an incomplete until the economy goes through another valley. The impact he made with his personality, style, and leadership, however can already be measured as historic.