5. 羅杰?史密斯

通用汽車公司CEO

1981－1990年

??? 史密斯接管通用汽車公司時,，通用在美國的市場份額為46%,；等到史密斯離職時,，通用在美國的市場份額只剩下35%。在此期間,，他浪費了數(shù)十億美元,，試圖通過多元化（電子數(shù)據(jù)系統(tǒng)公司EDS和Hughes電子公司）、自動化（自動化工廠）,、重組（兩個超級部門B-O-C和C-P-C）,、平民化（GM-10汽車）和試驗（土星汽車）重振低迷的公司。史密斯留下了一批質(zhì)量低下,、外觀雷同的汽車,，不稱職的繼任者和堆積如山的債務(wù)。到了1992年,，公司幾乎瀕臨破產(chǎn)的境地,。

5. Roger Smith

CEO, General Motors

1981-1990

??? When Smith took over, GM's U.S. market share was 46%. It was 35% when he left. In the process, he wasted billions trying to revive the sagging giant through diversification (EDS and Hughes), automation (robotized factories), reorganization (two superdivisions B-O-C and C-P-C), commonization (GM-10 cars) and experimentation (Saturn). Smith's legacy was a fleet of low-quality, lookalike autos, an unqualified successor, and a mountain of debt that pushed the company close to bankruptcy in 1992.