3. 弗雷德?唐納

通用汽車公司CEO

1958－1967年

??? 他是通用汽車最具影響力的會(huì)計(jì)師,，早在公司辦公室位于紐約哥倫布圓環(huán)廣場(chǎng)的時(shí)候，他就執(zhí)掌了公司,；等到他不愿意再親歷親為時(shí),，他把公司從產(chǎn)品工程重新定位為財(cái)務(wù)工程?！捌囀侨椎墓こ陶壑苑桨?，”他曾說過?！澳悴豢赡軗碛幸磺?。”采用后置式發(fā)動(dòng)機(jī)的科威爾汽車最終失敗,，使唐納的“折衷方案”備受指責(zé),。同時(shí),，他提拔上來(lái)的會(huì)計(jì)人員在財(cái)務(wù)上存在污點(diǎn),，很有可能會(huì)給通用汽車帶來(lái)又一輪恐怖統(tǒng)治。

3. Fred Donner

CEO, General Motors

1958-1967

??? GM's most influential bean-counter ran the company from its old New York City offices on Columbus Circle, and in his unwillingness to get his hands dirty, Donner redirected the automaker from product engineering to financial engineering. "A car is a whole series of engineering compromises," he once said. "You can't have everything." Donner's "compromises" are blamed for the failure of the rear-engined Corvair. The accountants he promoted would terrorize GM with their financial fly-specking for another generation.