LyrArc Article Gist
Simply put Ford sells 800,000 F150's a year but sales are dropping at about 100,000 a year, and where has it put Ford? Ford is losing money, $12 .6 billion in 2007, lost market share from 25% at one time to 15%, and a stock price about to go below $6. Turn to the fuel efficient cars Mullaly wants to have, the same car sold in the US, Europe and elsewhere and designed by worldwide collaboration between engineers and designers in Europe and the USA and emerging markets. The Verve a fuel efficent small car is one example and it will also use globally made parts. Why is the Verve though going on sale in Europe this year and not in the US, is not clear. And why won't it be called the Verve in the US? The idea that it could be called the Fiesta may not make sense, as the old Fiesta model in the USA did not have that great an image for quality and value.

LyrArc Article Gist
McInerney takes personal responsibility and puts top priority on the Dreamliner. He says we will be defined by the 787, though not at this moment. This means he is personally walking through Boeing's and Boeing supplier's plants to see things first hand, and have the daily progress reports coming directly to him. This means closer supervision and taking steps to get things right. One step was to get some managers from its Defense unit into the 787 program management to correct things, buying Dallas based Vought Aircraft out of a joint venture with Italy's Alenia Aeronautica in South Carolina where sections ofthe 787 are being joined. He also stepped in taking control of key parts of the 787 program, and insisted on Boeing mangers closely monitoring and getting involved with first hand knowledge on supplier's sites and getting action where needed, and stationing Boeing people at each supplier's plant. His earlier style was a bit hands off in comparison. The 15 month delay in the 787 launch and the rather ill timed gala in Seattle for a plane that was hollow inside, and with managers having no idea that supplier's were already behind in their part of the program or not doing anything about it, may have suggested to investors that Boeing's McInerney and his key people were really not at grips with what was going on in their own company. From its July high of $107 Boeing stock has dropped 27% to $78 and recovered only slightly to $83 still 23% below the highs. Experts feel that McInerney will either lose big or win big. He wasn't there when the 787 program was started. Now he has to show he can get things right. His initial moves look like the right ones, taking personal responsibility, making decisions to fix things, and not hesitant to take corrective action in the midst of difficulties such as getting into suppliers factories first hand to see things on the inside. And gettiing his best people from other parts of the company into a team and putting them on the 787, and so on. See the link to the Airbus experience with their jumbo jet A380 which ran into similiar problems in the WSJ. There the French teams who were the better able to solve the problems were brought into the German plants to help get things right, even though there were cultural issues to be overcome. McInerney has process based experience at GE where quality and manufacturing were important, and he has delivered good results with an 84% increase in income to $4.07 billion, on an 8% increase in revenue to $66.4 billion in 2007. This comes just 2 to 3 years since joining Boeing in July 2005. Boeing may have to pay $4 billion in concessions and penalty payments for late deliveries, and Boeing is going to set aside this cost by booking the first 25 delieveries at zero-profit margin....

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Wal-Mart has removed same store sales as a metric on which managers and executives are measured for performance based compensation. As a result CEO Duke sees his compensation increase in the last fiscal year from what it would be under the previous arrangement. Same store sales have declined for seven consecutive quarters at Wal-Mart. The new metric used instead of same store sales is total sales, which increased 3.4% in the last fiscal year. Duke's compensation was $18.7 million, of which $16 million was performance based, for the last fiscal year. Morgenson asks if Wal-Mart executives are being opportunistic when it comes to setting the metrics for performance based compensation.

LyrArc Article Gist
The challenges facing Nokia as it has to come up with a full range of Lumia model smartphones at different price points to appeal to customers in the U.S. and emerging markets. Increasing price competition at the low end in emerging markets and competition with the Apple iPhone and Android based phones at the upper end.