Alan Mulally Quotes
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Whatever we do toward energy independence has to be done in the context of using less resources.
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We're so interdependent, and what one country does is such an important part of what happens in the global economy.
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I felt very comfortable moving from aerospace to automobiles.
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You create value, and you create jobs.
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Nothing will ever have the impact that 9/11 had on Boeing and on the world. It just changed things overnight.
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The most important thing is to simultaneously deal with reality - really the way it is, not the way you wished it could be or you hoped it could be - but also have a vision about where you want to go.
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If you have to improve your fuel efficiency every year, it leads to innovation.
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Positive leadership - conveying the idea that there is always a way forward - is so important, because that is what you are here for - to figure out how to move the organization forward. Critical to doing that is reinforcing the idea that everyone is included.
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I can remember the first time I tried to drive into the garage of the world headquarters of Ford in a Camry. It was almost like they wouldn't let me in. They said, 'Why do you want to do that?' I said, 'Because we are going to make the best cars in the world, and we need to know everything about the competitor's car.'
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The A-PAC region is so important, mainly because it is growing much faster than the global average.
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I sleep very well, although sometimes it's hard to go to sleep 'cos I'm so excited about the business performance review the following day.
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The Chinese love Ford's product line: they love the quality, the fuel-efficiency, the safety, the brand.
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Both Boeing and Ford are absolutely committed to safe and efficient transportation.
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Ford had a number of different strategies over the years that they thought obviously made sense at the time, just like all the different brands, and also the regional operations.
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Some people believe the U.S. can't compete in the design and manufacture of sophisticated products. I think we absolutely can if we pull together. We have shown that we can do that in commercial airplanes, and we can absolutely prove that we can do that in automobiles.
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What I found over the years is the most important thing is for a team to come together over a compelling vision, a comprehensive strategy for achieving that vision, and then a relentless implementation plan.
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I've been through geopolitical and economic cycles.
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It's just really important that we have boundaries and guidelines to operate. Our homes, the cars, everything is going to be on the Internet. And so what are the guidelines? What do we want?
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Don't manage your career. Follow your dream and contribute.
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As we develop our energy policies in the United States to generate our energy clean, then I think we're going to really move to a world that all of us want, and that is a sustainable future.
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When I arrived in Ford, a decision was made to sell many marquee brands. This was because 85 per cent of the sales were from Ford and Lincoln brands. We were clear that for the company's strong future, we needed to focus on the Ford brands.
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If you get honest feedback and do nothing about it, then the feedback will stop.
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I was the lead designer and the general manager of the triple 7 and, of course, the dynamite 787.
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Boeing is a United States icon.