Published in People & Strategy, a highly respected quarterly journal that delivers the most current theory, research and practice in strategic human resource management.
Leaders struggle to keep their organizations alive in rapidly changing environments. This struggle to adapt and survive is clearly illustrated by the players in the automotive industry during the 2008-2010 automotive industry crisis. Ford Motor Company offers a compelling tale of an epic turnaround from the brink of bankruptcy to one of the world’s most profitable automakers. Under Mulally, the leadership team captured the value of organizational health. The Ford story offers several examples of leaders learning from relationships and informal knowledge-sharing. By applying these same learning techniques, leaders in any industry can recognize and seize opportunities to improve and sustain superior performance for their organization.
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