Word: nasserism
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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...
...rich kid from Grosse Pointe, Mich., and the working-class Lebanese kid from Melbourne, Australia, have laid out an interesting blueprint for change and done some things that would have been unthinkable just a few years ago. They have broken ranks with other U.S. automakers. Last summer, for instance, Nasser announced that fuel mileage for all Ford trucks would be increased 25%, or 5 m.p.g., by 2005 (it is now about 20.5), well ahead of the government mandate that the other big companies are following. And they have gone to great lengths to promote a corporate culture that, as Nasser...
...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 supports...
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...
Washington's mistakes are sometimes so basic that its rivals can't believe they're really mistakes, and instead react as if they're part of a master plan. That observation by former Egyptian leader Gamal Abdel Nasser may hold true for the Bush administration's China policy. Beijing reacted furiously Thursday to President Bush's vow to "do whatever it takes" - including weighing the use of force - to defend Taiwan in the event of a confrontation, warning that Washington was "heading down a dangerous road." And President Bush's own backpedaling on those comments by repeatedly emphasizing the continuity...