????上周，福特汽車公司（Ford Motor）總裁兼CEO艾倫?穆拉利在執(zhí)掌福特八年后正式宣告退休，福特也終于實(shí)現(xiàn)了公司111年歷史上少見的權(quán)杖平穩(wěn)交接。早就被培養(yǎng)為繼任人的馬克?菲爾茨正式接掌大權(quán)。

????穆拉利已然是榮譽(yù)等身，此時(shí)的福特也處于繼上世紀(jì)90年代的后金牛/探路者時(shí)代后最具競爭優(yōu)勢的時(shí)期。穆拉利幾乎是奇跡般地讓公司“咸魚翻身”，走上了一條新的戰(zhàn)略道路，同時(shí)也成為福特歷史上最受歡迎的CEO以及媒體界爭相贊頌的人物。與前任們咄咄逼人的風(fēng)格不同，穆拉利的管理風(fēng)格更傾向于胡蘿卜，而不是大棒。

????但在我們開始因?yàn)槟吕碾x任變得過于傷感之前，我們也要記得穆拉利的任期里也不都是鮮花和掌聲。企業(yè)、尤其是汽車企業(yè)是非常復(fù)雜的機(jī)構(gòu)，穆拉利時(shí)代還有很多鮮為人知的故事。

????1. 獨(dú)一無二的穆拉利

????穆拉利身上結(jié)合了一種獨(dú)特的競爭力和魅力。他小時(shí)候在堪薩斯州經(jīng)常去教堂，還參加了童子軍，這段經(jīng)歷也培養(yǎng)了他的一股樸實(shí)勁兒。由于為人熱情公正，他得以成功推動了福特高管團(tuán)隊(duì)的人事變動，既沒有傷害他們脆弱的自尊，也沒有引發(fā)權(quán)力斗爭。指望穆拉利的繼承人能復(fù)制他的表現(xiàn)不公平。

????2. 菲爾茨不是穆拉利

????菲爾茨聰明刻苦、風(fēng)度翩翩，對公司和整個汽車行業(yè)了如指掌。但是有些人認(rèn)為他生性圓滑，不是一個真誠的人，因此他估計(jì)很難繼續(xù)保持穆拉利那種“以德服人”的企業(yè)文化。另外，外界還認(rèn)為菲爾茨與公司的執(zhí)行總裁比爾?福特走得很近，這說不定會在福特高層引發(fā)像《權(quán)力的游戲》（Game of Thrones）里的那種“宮斗”戲碼。

????3. 戰(zhàn)略問題仍未解決

????穆拉利的“同一個福特”愿景（也就是同一個團(tuán)隊(duì)/同一個計(jì)劃/同一個目標(biāo)）旨在把福特的全球業(yè)務(wù)統(tǒng)一起來。但到目前為止，福特的發(fā)展重心仍然在北美，其中相當(dāng)一部分利潤來自于卡車業(yè)務(wù)。2013年，福特公司在北美賺得87.81億美元的稅前利潤，但在全球其它地區(qū)則累計(jì)虧損12.28億美元。福特最暢銷的車型F-150皮卡在海外市場很少有人問津。

????4. 海外業(yè)務(wù)尚需努力

????福特在中國市場發(fā)力較晚，而現(xiàn)在它已經(jīng)漸漸追了上來。據(jù)《汽車新聞》（Automotive News）報(bào)道，福特在華銷量已經(jīng)超過了豐田（Toyota）。目前它的在華銷量排名西方汽車廠商的第五位，但仍然遠(yuǎn)遠(yuǎn)不及大眾（Volkswagen）和通用（General Motors）。另外福特在歐洲推出的一系列新產(chǎn)品已經(jīng)對銷量產(chǎn)生了刺激作用，但歐洲對于福特來說仍是個虧損地區(qū)。福特希望今年在歐洲減少虧損額，而且從2015年開始扭虧為盈。

????5. 林肯品牌仍未完工

????作為一個全部行頭經(jīng)常就是運(yùn)動上衣、休閑褲再配一條紅領(lǐng)帶的人，穆拉利怎么看都和豪車業(yè)務(wù)不太搭調(diào)。而林肯也依然處于品牌重組的早期階段，林肯高管甚至表示品牌的重組可能會花上20年。隨著量產(chǎn)車領(lǐng)域的競爭愈發(fā)激烈，一條強(qiáng)勁的高端車生產(chǎn)線無疑將成為提高利潤的關(guān)鍵。但是在穆拉利的任期內(nèi)，林肯對公司利潤的貢獻(xiàn)微乎其微。

????This week, Ford Motor president and CEO Alan Mulally retired after a nearly eight-year run and the automaker accomplished something that has frequently eluded it over its 111-year history: a peaceful transition of power. Longtime heir apparent Mark Fields takes over.

????Mulally goes off bedecked with laurels, and he leaves Ford in the strongest competitive position it has enjoyed since the late Taurus/Explorer years of the 1990s. Somewhat miraculously, he revived the company and set it on a new strategic direction while also becoming the most popular CEO in Ford F 0.06% history and the object of universally admiring media coverage. Unlike his sharp-elbowed predecessors, he governed with carrots instead of sticks.

????But before we get too nostalgic about Mulally and the changes he wrought, it is important to remember that his tenure wasn’t all about attaboys. Corporations, auto companies especially, are complex entities, and there is more to the Mulally era than is immediately visible on the surface:

????1. Mulally is unique

????Mulally possessed a unique combination of competiveness and charm, leavened with a guilelessness that appeared to be rooted in his Kansas church-going, Eagle-Scout upbringing. Enthusiastic and fair-minded, he was able to push changes on Ford’s executive team without damaging fragile egos or igniting turf battles. It would be unfair to expect Mulally’s successors to duplicate his performance.

????2. Fields is not Mulally

????Fields is smart, hardworking, personable and knows the company and the industry inside and out. But some see him as slick and insincere, which will make it difficult for him to preserve Mulally’s kumbaya corporate culture. The additional fact that Fields is perceived as being close to executive chairman Bill Ford could also lead to a revival of Ford’s palace politics that in years past has resembled an episode ofGame of Thrones.

????3. Strategic issues remain unresolved

????Mulally’s One Ford vision of One Team/One Plan/One Goal sought to unify the company’s operations around the world. Yet Ford remains a North American-centric automaker that gets the bulk of its profits from the truck business. In 2013, it made $8.781 billion in pre-tax profit on auto operations in North America and lost $1.228 billion everywhere else. Ford’s best-selling vehicle, the F-150 pickup, is a non-starter in overseas markets.

????4. Foreign operations need more work

????Ford is making up ground in China where it has long lagged, and Automotive News reports that it has passed Toyota TM in sales. It now ranks fifth among Western automakers, though way behind Volkswagen and General Motors GM 0.40% . A new product blitz is boosting sales in Europe, but the region remains a money loser. Ford hopes to trim losses this year and return to European profitability in 2015.

????5. The Lincoln brand is still under construction

????As a man whose wardrobe seems to consist of a blazer, slacks, and a single red tie, Mulally never seemed comfortable with the upscale car business, and Lincoln is still in the early stages of a rebuilding process that even division executives say will take 20 years. With competition fierce in the volume car business, a robust premium line is key to improved profits, but Lincoln provided little in the way of margin expansion during Mulally’s tenure.