In 2006, the Ford Motor Company was on the verge of bankruptcy, facing declining sales and mounting losses. The company suffered from a siloed structure, a lack of team cohesion and low morale. CEO Alan Mulally recognised that achieving a turnaround required empowering employees to take the initiative.
Mulally implemented the ‘One Ford’ strategy, which emphasised teamwork, integrity and collective responsibility. Employees were encouraged to take ownership of their work and were given the autonomy to make decisions within their areas of expertise. This approach fostered a strong work ethic, as team members felt accountable ...
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