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Car guys vs. bean counters : the battle for the soul of American business

Author: Robert A Lutz
Publisher: New York : Portfolio/Penguin, 2011.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:
When Bob Lutz got into the auto business in the early 1960s, CEOs knew that if you captured the public's imagination with innovative car design and top quality craftsmanship, the money would follow. THe "car guys" held sway, and GM dominated with bold, creative leadership and iconic brands like Cadillac, Buick, Pontiac, Oldsmobile, GMC, and Chevrolet. But then GM's leadership began to put its faith in numbers and  Read more...
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Genre/Form: Nonfiction
Document Type: Book
All Authors / Contributors: Robert A Lutz
ISBN: 9781591844006 1591844002
OCLC Number: 682892618
Notes: Includes index.
Description: xii, 241 pages, 16 unnumbered pages of plates : illustrations (some color) ; 22 cm
Contents: The beginning --
An unstoppable force --
The beginning of the end --
A failed "culture of excellence" --
Ground zero --
"Here's what we're going to do first" --
Tackling the 800-pound gorilla --
Learning to go global (what took so long?) --
Chevrolet Volt ("I'll let you explain it to the board") --
Meltdown and rebirth --
What's with American business anyway? (Ask the dogs!) --
Of management styles --
If I had been CEO --
And in conclusion.
Other Titles: Car guys versus bean counters
Responsibility: Bob Lutz.
More information:

Abstract:

When Bob Lutz got into the auto business in the early 1960s, CEOs knew that if you captured the public's imagination with innovative car design and top quality craftsmanship, the money would follow. THe "car guys" held sway, and GM dominated with bold, creative leadership and iconic brands like Cadillac, Buick, Pontiac, Oldsmobile, GMC, and Chevrolet. But then GM's leadership began to put its faith in numbers and spreadsheets. Determined to eliminate the "waste" and "personality worship" of the bygone creative leaders, and maximize profitability, management got too smart for its own good. With the bean counters firmly in charge, carmakers, and much of American industry, lost their single-minded focus on product excellence and their competitive advantage. Decline soon followed. In 2001, General Motors hired Lutz out of retirement with a mandate to save the company by making great cars again. As vice chairman, he launched a war against the penny-pinching number-crunchers who ran the company by the bottom line, and reinstated a focus on creativity, design, and cars and trucks that would satisfy GM customers. After emerging from bankruptcy in 2009, GM is finally back on track thanks in part to its embrace of Lutz's philosophy. Lutz's common-sense lessons, combined with a generous helping of fascinating anecdotes, will inspire readers in any industry.

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Lutz<\/span>\n\u00A0\u00A0\u00A0\nschema:datePublished<\/a> \"2011<\/span>\" ;\u00A0\u00A0\u00A0\nschema:description<\/a> \"The beginning -- An unstoppable force -- The beginning of the end -- A failed \"culture of excellence\" -- Ground zero -- \"Here\'s what we\'re going to do first\" -- Tackling the 800-pound gorilla -- Learning to go global (what took so long?) -- Chevrolet Volt (\"I\'ll let you explain it to the board\") -- Meltdown and rebirth -- What\'s with American business anyway? (Ask the dogs!) -- Of management styles -- If I had been CEO -- And in conclusion.<\/span>\"@en<\/a> ;\u00A0\u00A0\u00A0\nschema:description<\/a> \"When Bob Lutz got into the auto business in the early 1960s, CEOs knew that if you captured the public\'s imagination with innovative car design and top quality craftsmanship, the money would follow. THe \"car guys\" held sway, and GM dominated with bold, creative leadership and iconic brands like Cadillac, Buick, Pontiac, Oldsmobile, GMC, and Chevrolet. But then GM\'s leadership began to put its faith in numbers and spreadsheets. Determined to eliminate the \"waste\" and \"personality worship\" of the bygone creative leaders, and maximize profitability, management got too smart for its own good. With the bean counters firmly in charge, carmakers, and much of American industry, lost their single-minded focus on product excellence and their competitive advantage. Decline soon followed. In 2001, General Motors hired Lutz out of retirement with a mandate to save the company by making great cars again. As vice chairman, he launched a war against the penny-pinching number-crunchers who ran the company by the bottom line, and reinstated a focus on creativity, design, and cars and trucks that would satisfy GM customers. After emerging from bankruptcy in 2009, GM is finally back on track thanks in part to its embrace of Lutz\'s philosophy. 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