Word: jac
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...second is that this board chairman doesn't actually run the company; he lets the hired help do that, although that's probably not how CEO Jacques Nasser views himself. When the board appointed Bill, it promoted Jac (as he is known), considered to be the industry's top executive, and encouraged the two men to work out a power-sharing arrangement. Ford oversees the board and the long-term direction of the company; Nasser is the boss who makes the day-to-day decisions. Admits Ford: "My role here probably has no parallel anywhere...
...understand that delicate and ambitious pursuit, you must enter the world of Bill and Jac--a relationship between two very different men half a generation apart. Simply speaking, Ford is the impassioned do-gooder, the green-tea-drinking fly-fisherman who has a hard time saying no to any worthy cause. Nasser is the corporate hardass who just as easily might have run the old, secretive Ford Motor and reveled in it. "When you look at how important openness has become for Ford [Motor], you have to remember that Bill has always been that way," says a longtime insider. "Jac...
From the minute they took office, rumors of discord between Jac and Bill have swept the hallways of headquarters in Dearborn, Mich. There has been talk of shouting matches between the rich brat and the corporate master. Nasser and Ford hate that and vehemently deny they have ever had a real falling out. "This company has always loved to form camps around its top players," says Ford. "We're trying to avoid that...
...sensitive as nitroglycerin." "One thing Bill has to grow into is a sophisticated understanding of the fact that he is playing a long game," says a top company official. "He was smart to hang back during Firestone. He can help now with the rebuilding in ways that Jac cannot." To that end, Ford is speaking out more on a range of company issues...
...more than a little nervous," he said in his tentative English, as three female Japanese interpreters in brightly colored suits hovered nearby. Ono offered a sharp contrast to the carefully scripted performance of Ford boss Jac Nasser, who would later pin the blame squarely on Firestone's tires. He was visibly uncomfortable, expressing regret on one hand, denying any tire defect on the other. And his watered-down apology incited a harsh response. Senator Richard Shelby, Alabama Republican, summed up the general sentiment by asking, "What does it take to put a company on notice that perhaps they...