9. 杰克?納賽爾

福特汽車公司CEO

1999－2001年

??? 納賽爾決心重振福特公司,，試圖以通用電氣（General Electric）的形象重新打造福特。他把公司重新定位為“消費(fèi)者公司”,，在沃爾沃,、路虎等新品牌、經(jīng)銷商和廢車場(chǎng)等領(lǐng)域斥資數(shù)十億,。與此同時(shí),，他實(shí)施了嚴(yán)格且不得人心的員工評(píng)級(jí)體系，以減少員工人數(shù),，提高生產(chǎn)效率,。不幸的是，他在大衰退的前夕采取措施,，還忘記了通用真正的主人是誰(shuí),，由此鑄下大錯(cuò)。而為了給他的瘋狂并購(gòu)收拾爛攤子,，福特需要花費(fèi)將近十年的時(shí)間,。

9. Jac Nasser

CEO, Ford Motor Co.

1999-2001

??? Determined to shake up Ford, Nasser tried to remake the automaker in the image of General Electric, redefining it as a consumer products company and investing billions in new brands like Volvo and Land Rover, dealerships, and junkyards. At the same time, he installed draconian and wildly unpopular employee-rating systems to reduce headcount and improve productivity. Unluckily for Nasser, he made his big moves on the eve of a deep recession and made the mistake of forgetting whose name was on the building. Ford would spend nearly a decade unwinding the residue from his acquisition spree.