Word: forded
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Dates: during 1980-1989
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...succeed in business, a corporate head must have stamina, the chief executive officer of the Ford Motor Co. told an audience of about 450 at the Business School yesterday afternoon...
Take it from Donald Petersen, Ford's chief executive officer. The Stanford business school graduate estimated that he attends about 1000 meetings, gives 75 talks and travels 100,000 miles in the air each year...
Designed by Paul W. Ford in 1889, the choir school is now unusable. However, the historical commission's executive director, Charles M. Sullivan, described Ford as "a significant 19th-century architect" and the building as worth saving...
Halberstam traces responsibility for the plight of the U.S. auto industry largely to cupidity and arrogance in Detroit. Sheltered by cheap oil and the absence of foreign rivals, the auto magnates typified by the Ford family flourished in an environment that amounted to a "parody of competition" after World War II. Until the '70s, Halberstam says, the cir- cumstances of automaking's Big Three amounted to a state of "shared monopoly" in which innovation was smothered, and warnings of dire change on the economic horizon were ignored...
Halberstam is clearly in search of villains. His populistic assessment / becomes particularly scathing when it concerns the rise of the accounting prodigies who took over in Detroit during the '50s. He argues that a closed world of numbers and cost accounting pioneered by men like onetime Ford President Robert McNamara (previously flayed by Halberstam for his role as Defense Secretary during the Viet Nam War) overrode the hands-on thinking that had propelled the automakers to greatness. Partly as a result, obliviousness to the implications of the oil crisis reigned, and even minimal maintenance of Detroit's sometimes ramshackle assembly...