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管理之道的核心在于借力。老牌汽车大王福特公司就非常善于借用下属之力。1997年度,福特公司在世界500强中仅居次席,其营业额高达1536亿美元,利润额更是一举胜过通用汽车,接近70亿美元。这一令世人瞩目的绩效不是天上掉给福特公司的馅饼,而是福特公司面对严酷的现实、加强内部管理和新项目投入的结果。70～90年代,日本汽车大举驶入美国市场,势如破竹。1978年至1982年间,福特汽车的销售量年下降50%;1980年至1982年,三年亏损33亿美元。于如此险情之下,福特公司从何入手
The core of management lies in leveraging. The veteran car king Ford is very good at borrowing the power of subordinates. In 1997, Ford Motor Co., Ltd. ranked second in the world’s top 500 companies. Its turnover was as high as 153.6 billion U.S. dollars, and its profit margin was even better than GM, and it was close to 7 billion U.S. dollars. This world-renowned performance is not the pie that fell from the sky to Ford, but the result of Ford’s faced with harsh reality, strengthened internal management and investment in new projects. From the 1970s to the 1990s, Japanese cars drove into the U.S. market with great momentum. Between 1978 and 1982, sales of Ford Motor Co. decreased by 50% year-on-year; from 1980 to 1982, they lost $3.3 billion over three years. In such a dangerous situation, where did Ford start?