????眼下，福特公司（Ford）即將經(jīng)歷領(lǐng)導(dǎo)人的更新?lián)Q代，這個(gè)過程可能會(huì)十分微妙，充滿戲劇性，并且最終決定福特的競(jìng)爭(zhēng)力。

????據(jù)稱，公司董事會(huì)正在考慮由馬克?菲爾茨來(lái)接任艾倫?穆拉利出任下一屆首席執(zhí)行官。穆拉利今年已經(jīng)67歲，即將退休，正是他一手改造了福特的企業(yè)文化。而菲爾茨的主要任務(wù)將是證明自己能把新的企業(yè)文化很好的延續(xù)下去。自2006年穆拉利從波音公司（Boeing）退休后，他就在福特管理層中推行協(xié)作管理，從此終結(jié)了福特長(zhǎng)期以來(lái)內(nèi)斗不斷的歷史。

????菲爾茨之所以能獲選成為接班人，部分原因是他愿意按照福特全新的企業(yè)文化來(lái)領(lǐng)導(dǎo)公司。2008年的金融危機(jī)中，福特一度瀕臨破產(chǎn)，正是這種新的企業(yè)文化挽救了福特，使其重回穩(wěn)定的財(cái)務(wù)軌道。目前，菲爾茨主管福特在美國(guó)的業(yè)務(wù)，盈利情況一直良好。

????現(xiàn)在坊間盛傳董事會(huì)準(zhǔn)備提名菲爾茨接掌大權(quán)，成為穆拉利的繼任者，對(duì)此福特公司拒絕證實(shí)。有關(guān)穆拉利退休的問題福特也諱莫如深，只是引述了執(zhí)行總裁比爾?福特的話，邀請(qǐng)穆拉利無(wú)限期任職。

????對(duì)董事和大股東來(lái)說，穆拉利退休是一大損失——但是不公布選拔繼任者的計(jì)劃也會(huì)帶來(lái)風(fēng)險(xiǎn)。不管在哪方面，穆拉利對(duì)福特的影響都是深遠(yuǎn)的。

????位于密歇根州安娜堡的汽車研究中心退休名譽(yù)主席戴維?科爾表示：“穆拉利讓‘偉大領(lǐng)袖’式的首席執(zhí)行官退出歷史舞臺(tái)，讓‘智慧教練’式的當(dāng)家人取而代之。福特的董事會(huì)必須有把握，公司的文化不會(huì)回到爭(zhēng)執(zhí)不休的老路上，這種風(fēng)格曾是舊管理體制的典型特點(diǎn)。”

????福特當(dāng)年與馬自達(dá)合作時(shí)，菲爾茨就是福特的高管，更早些時(shí)候，他曾效力于福特南美公司。人們常常提起的穆拉利上任不久后的一段軼事是，當(dāng)時(shí)菲爾茨是首位肯在首席執(zhí)行官和其他高管面前承認(rèn)經(jīng)營(yíng)困難的公司高管。而在穆拉利之前，這種坦承會(huì)被視為軟弱無(wú)能，可能會(huì)給職業(yè)生涯造成不利影響。

????安娜堡的心理學(xué)家兼管理教練羅伯特?帕斯科稱：“有關(guān)菲爾茨比較有趣的一點(diǎn)是，他也曾是舊體系的一分子。他能否接穆拉利的班還不得而知。不過他肯定已經(jīng)證明了自己的價(jià)值所在?！?/p>

????路透社（Reuters）的一則報(bào)道引用一位匿名人士的爆料稱，菲爾茨上任后，穆拉利可能會(huì)在福特的董事會(huì)中繼續(xù)擔(dān)任一段時(shí)間的非執(zhí)行主席。董事會(huì)如果疏遠(yuǎn)菲爾茨，將會(huì)帶來(lái)一定風(fēng)險(xiǎn)，還會(huì)造成一種不確定的氛圍，讓人無(wú)從得知誰(shuí)會(huì)來(lái)掌管公司。

????一位不肯透露身份的底特律汽車咨詢顧問稱：“很難說穆拉利會(huì)何時(shí)退休，但像他這樣謹(jǐn)慎周密的人，對(duì)此肯定早有計(jì)劃，并且會(huì)完美執(zhí)行這一計(jì)劃?！?/p>

????這位咨詢顧問還稱，這一計(jì)劃很可能包括徹底解決福特在歐洲泥足深陷的問題。今年第二財(cái)季，福特歐洲區(qū)虧損4.04億美元，2012年全年可能會(huì)虧損更嚴(yán)重。咨詢顧問表示：“他考慮的是，一定要扶持一位帶領(lǐng)公司走向成功的繼任者，”同時(shí)他指出福特已在中國(guó)實(shí)施了一項(xiàng)計(jì)劃，將增強(qiáng)福特在中國(guó)的競(jìng)爭(zhēng)力。

????股票分析師向福特表示，其股價(jià)明顯低于其潛在市值，這主要是因?yàn)楦Ｌ剡€未證明它能避免在歐洲高達(dá)數(shù)十億美元的虧損。一旦能擺脫歐洲的困境，穆拉利就能安心向菲爾茨移交大權(quán)了——屆時(shí)，這兩位就都能安享福特更高的股價(jià)。

????譯者：清遠(yuǎn)

????Ford is undertaking leadership succession that could be tricky, fraught with drama and ultimately decisive as to Ford's competitiveness.

????The company's board is reportedly considering Mark Fields, 51, to succeed Alan Mulally as the automaker's next chief executive officer. Fields's main task will be to prove he can perpetuate the change in corporate culture initiated by Mulally, 67, who is approaching retirement. Since 2006, when he was hired from Boeing, Mulally has imposed a collaborative management style for Ford's top executives, a departure from the automaker's history of internal combativeness.

????Fields, who is reportedly about to be promoted to Ford's chief operating officer, is being chosen in part for his willingness to lead according to the new cultural norms, which have helped the automaker regain financial stability after near-bankuptcy in the 2008 financial crisis. Fields is currently running Ford's business in the Americas, which has been profitable.

????Ford has declined to confirm widespread reports that the board was preparing to name Fields to a new post, positioning him as Mulally's successor. Ford also has sidestepped questions about Mulally's retirement, except to quote executive chairman Bill Ford's invitation to stay indefinitely.

????For directors and major shareholders, Mulally's retirement would be a loss – yet failing to provide a transparent succession plan carries hazards as well. In any event, Mulally's impact on the organization has been profound.

????"Mulally replaced the 'great leader' model of CEO for the 'wise coach' model," said David Cole, chairman emeritus of the Center for Automotive Research in Ann Arbor, Michigan. "Ford's board of directors has to be certain that the culture doesn't revert to the old way of bickering that characterized the old regime."

????Fields was Ford's top executive when it was affiliated with Japanese automaker Mazda and earlier served in South America. One of the oft-told tales about the early days of Mulally's tenure is that Fields was one of the first to be willing to admit operational difficulties in front of the CEO and other executives. Prior to Mulally, such an admission would have been interpreted as weakness and possibly career-damaging.

????"One of the interesting aspects of Fields is that he was part of the old system," said Robert Pasick, an Ann Arbor-based psychologist and executive coach. "It wasn't clear that he was going to survive Mulally. He must have proved his worth."

????One news report from Reuters, citing an unnamed source, says that Mulally could serve on the Ford (F) board for some period as non-executive chairman after Fields takes over as CEO. The board would risk alienating Fields and create uncertainty as to who was running the company.

????A Detroit-based automotive consultant who declined to be identified said "it's hard to say when Mulally is leaving, but being as thoughtful as he is you can be sure there is a plan and he's going to execute it flawlessly."

????The plan, said the consultant, likely entails a resolution of Ford's troubled European operations, which lost $404 million in the second quarter and are likely to lose more through the end of 2012. "He wants to be sure to set up the next guy for success," said the consultant, noting that Ford has been able to put in place a plan for action in China that can make the company more competitive there.

????Equity analysts have told Ford that its shares are selling at a significant discount to their potential because the automaker hasn't proved it can avoid multi-billion dollar losses in Europe. Once that continent is fixed, Alan Mulally could be in a position to hand the keys to Mark Fields – while both enjoy a much richer price for Ford stock.