Mr. Fields had failed to persuade investors and his own board
that the company was moving fast enough to develop the vehicles of the future, like battery-powered cars that drive themselves.
They also suggested Ford might need to shed some unprofitable business units or drop out of global markets
like India, where it is struggling to maintain a foothold — an unwinding similar to the way G. M.
is repositioning its business under its chief executive, Mary Barra.
By BILL VLASICMAY 22, 2017
“He’s not just a futurist, he’s a very good operative executive,” said William
Ford Jr., right, introducing Jim Hackett, the automaker’s new chief executive.
“We’ve mapped out a path that gives us a lot of opportunity.”
One of Mr. Hackett’s first tasks will be to demonstrate
that progress, and change perceptions that Ford is behind not only Tesla and Google but also traditional rivals like G. M.
that are testing prototypes of autonomous cars.
Since last year, he has been in the middle of the automotive revolution as the head of Ford’s nascent division devoted to autonomous vehicles
and new forms of personal mobility like ride-hailing services.
2 automaker by sales, after G. M., reflects the challenges that lie ahead for companies that cannot adapt to that new landscape fast enough.
