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Winning Business Leadership for the U.S. Market

Alan Mulally Shows You How



Mullaly Gets Results


Ford Motor company was losing billions of dollars when Alan Mulally became CEO in 2006. The automaker was facing bankruptcy.


By the time he left Ford in 2014, Mulally was credited with one of the most remarkable corporate recoveries. Ford became profitable again, its stock price increased, and employees had a new confidence .


I worked on development of the Boeing 777 in the early 1990’s when Mulally headed the B777 program for Boeing in Everett Washington. He applied the same practices in the B777 program that he described in a 2013 interview with McKinsey & Company about his success with Ford. He later became CEO of Boeing Commercial Aircraft.


Mulally was appointed CEO of Ford in 2006. After leaving Ford in 2014, he joined the Board of Directors of Google (now Alphabet).


Aviation Week & Space Technology named him as person of the year for 2006. He was included in the 2009 Time 100 list. In 2011, Mulally was named Person of the Year by the Financial Times. He was also named the 2011 CEO of the Year by Chief Executive magazine.

Steve Ballmer CEO of Microsoft said of Mulally: “He understands the fundamentals of business success as well as any business leader I know.”


Mullaly seems to have those traits that recent research has found produce the best leaders. This research indicates that the best leaders exhibit competence, humility, and integrity.


Less effective leaders exhibit over-confidence, charisma, narcissism. Many, however, initially are attracted to these latter traits, and thus organizations often find themselves with less effective leaders.



Mulally’s Principles & Practices


Following are leadership principles and practices that Mulally has discussed and exhibited.


· It is an honor to serve any organization you are privileged to lead.

· Have a compelling vision and a comprehensive plan.

· Leaders hold themselves and teams accountable for deciding, “What business are we in?

· What is the deep customer need you are uniquely positioned to satisfy?

· Example: Henry Ford understood the desire for mobility is enduring and universal.

· Great companies grow value 10% a year by satisfying customers better than competitors.

· Positive leadership conveys there always is a way to success.

· Facilitate connections between the organization and the outside world.

· Everyone is included, part of the team, respected, and participates.

· When people feel accountable, included and supported it is more rewarding and fun.

· A safe environment is necessary for an honest dialogue, especially when things go wrong.

· A weekly Business Plan Review of strategy and implementation is essential.

· As new information emerges, incorporate it right into the plan.

· Look at every element of the income statement and the balance sheet.

· Leaders are responsible for articulating and demonstrating a set of behaviors.

· Leaders reinforce the processes used to meet goals.

· People commit to the enterprise and each other. They work for more than themselves.

· People either adopt your culture, or they leave.

· Manage your time and your energy. Build and use your energy wisely.

· Integrate personal and work demands into one calendar to attain balance.



Apply Mulally’s Practices … Now


You don’t have to get all of it right ... right now. Just start.

Work with and adjust them to best serve you and your organization.

We wish you the best success in the U.S. and where ever your business takes you.

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