A chief executive officer (CEO, American English), managing director (MD, British English) or chief executive, is the highest-ranking corporate officer (executive) or administrator in charge of total management of an organization. An individual appointed as a CEO of a corporation, company, organization, or agency typically reports to the board of directors.

Responsibilities

The responsibilities of an organization's CEO are set by the organization's Board of Directors or other authority, depending on the organization's legal structure. They can be far reaching or quite limited and are typically enshrined in a formal delegation of authority.

Typically, the CEO has responsibilities as a communicator, decision maker, leader, and manager. The communicator role can involve the press and the rest of the outside world, as well as the organization's management and employees; the decision making role involves high-level decisions about policy and strategy. As a leader, the CEO advises the board of directors, motivates employees, and drives change within the organization. As a manager, the CEO presides over the organization's day-to-day, month-to-month, and year-to year operations.

International use

In some European Union countries, there are two separate boards, one executive board for the day-to-day business and one supervisory board for control purposes (elected by the shareholders). In these countries, the CEO presides over the executive board and the chairman presides over the supervisory board, and these two roles will always be held by different people. This ensures a distinction between management by the executive board and governance by the supervisory board. This allows for clear lines of authority. The aim is to prevent a conflict of interest and too much power being concentrated in the hands of one person. In the United States, the board of directors (elected by the shareholders) is often equivalent to the supervisory board, while the executive board may often be known as the executive committee (the division/subsidiary heads and C-level officers that report directly to the CEO).

In other parts of the world, such as Asia, it is possible to have two or three ''CEO''s in charge of one corporation. In the UK, many charities and government agencies are headed by a chief executive who is answerable to a board of trustees or board of directors. In the UK, similar to a sizable percentage of public companies in the US, the chairman of the board in public companies is more senior than the chief executive (who is usually known as the managing director).

The following presents an alphabetical list of some international common terms for the CEO position:

''Al-Rais Al-Tanithi'' (Chief Executive)

Australia: general manager (GM) (or also managing director (MD), but only when the executive officeholder is also a member of the board of directors)

''Shǒuxí zhíxíng guān/xíngzhèng zǒngcá'' (Chief Executive Officer) (administrating director) (Adm.Dir.) (general manager) (executive director) (executive director) (TJ) (chairman & chief executive) (P.D-G) (GmbH) or (AG) ''Genikos Aieuthuntic'' (general manager) ''Mankal/Menahel Klali'' (Director General)

India: CEO or managing director (MD)

(Presdir/Dirut) (POF) (delegated administrator) (AD) ''Saikō keiei-sha'' (Chief Menager) ''choegogyeong-yeongja'' (Chief Executive Officer) (chairman of the board) (general director) (izvrshen direktor - executive director) or also (generalen direktor - general director) (administrating director) (adm. dir.) ''Mudir Amal'' (Chief Executive) (general director) (PCA) (generalnyi direktor – general director) (CEO / MD) (executive director) (VD) (CEO / MD) (Holovnyi vykonavchyi dyrektor - Head executive director), also ''Генеральний директор'' (Heneral'nyi dyrektor – General director)}} ''Chif Igzikutu Afisr'' (Chief Executive Officer)

In the United States, and in business, the executive officers are usually the top officers of a corporation, the chief executive officer (CEO) being the best-known type. The definition varies; for instance, the California Corporate Disclosure Act defines "Executive Officers" as the five most highly-compensated officers not also sitting on the board of directors. In the case of a sole proprietorship, an executive officer is the sole proprietor. In the case of a partnership, an executive officer is a managing partner, senior partner, or administrative partner. In the case of a limited liability company, an executive officer is any member, manager, or officer.

Related positions

Typically, a CEO has several subordinate executives, each of whom has specific functional responsibilities.

Common associates include a chief business development officer (CBDO), chief financial officer (CFO), chief operating officer (COO), chief marketing officer (CMO), chief information officer (CIO), chief communications officer (CCO), chief legal officer (CLO), chief technical officer (CTO), chief risk officer (CRO), chief creative officer (CCO), chief compliance officer (CCO), chief audit executive (CAE), chief diversity officer (CDO), or chief human resources officer (CHRO).

In hospitals and healthcare organizations, this also often includes a chief medical officer (CMO), a chief nursing officer (CNO), and a chief medical informatics officer (CMIO).

In the United Kingdom the term 'director' is used instead of 'chief officer'. Associates include the audit executive, business development director, chief executive, compliance director, creative director, director of communications, diversity director, financial director, human resources director, information technology director, legal affairs director, managing director (MD), marketing director, operations director and technical director.

See also

CEO succession

Executive officer

List of CEO books

List of chief executive officers

O*NET

Oldest CEOs

United States Department of Labor

References

External links

U.S. Bureau of Labor Statistics - Top Executives: Description and Outlook

2008–2010 Study: CEOs Who Fired Most Workers Earned Highest Pay – video report by ''Democracy Now!''

Category:Business and financial operations occupations Category:Corporate governance Category:Management occupations

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An executive officer is generally a person responsible for running an organization, although the exact nature of the role varies depending on the organization.

Administrative law

While there is no clear line between executive or principal and inferior officers, principal officers are high-level officials in the executive branch of U.S. government such as department heads of independent agencies. In ''Humphrey's Executor v. United States'', 295 U.S. 602 (1935), the Court distinguished between executive officers and quasi-legislative or quasi-judicial officers by stating that the former serve at the pleasure of the President and may be removed at his discretion. The latter may be removed only with procedures consistent with statutory conditions enacted by Congress. The decision by the Court was that the Federal Trade Commission was a quasi-legislative body because of other powers it had, and therefore the President could not fire an FTC member for political reasons. Congress can’t retain removal power over official with executive function (''Bowsher v. Synar''). However, statutes can restrict removal if not purely executive (''Humphrey''’s executor), but can't restrict removal of purely executive officer (''Myers v. United States,'' 272 U.S. 52 (1926)). The standard is whether restriction "impedes the president’s ability to perform his constitutional duty" (''Morrison v. Olson'', 487 U.S. 654 (1988)).

Corporate law and other legal associations

In business, the executive officers are the top officers of a corporation, the chief executive officer (CEO) being the best-known type. The definition varies; for instance, the California Corporate Disclosure Act defines "executive officers" as the five most highly-compensated officers not also sitting on the board of directors. In many insurance policies, executive officer means, in the case of a corporation, any Chairman, Chief Executive Officer, Chief Financial Officer, Chief Operating officer, President, or general counsel. In the case of a sole proprietorship, an executive officer is the sole proprietor. In the case of a partnership, an executive officer is a managing partner, senior partner, or administrative partner. In the case of a limited liability company, an executive officer is any member, manager, or officer.

In the airline industry, the Executive Officer, more commonly known as the First Officer, is the second in command of the aircraft. In a fixed wing aircraft the First Officer sits in the right-hand seat but a rotary wing aircraft they sit on the left.

Military

In the units of some military forces, the Executive Officer (XO) is the second-in-command, reporting to the commanding officer (CO).

United Kingdom

The term is not used in the British Army or Royal Marines (RM), in which the designation Second-in-Command (2i/c) is used as a formal appointment. In the Royal Air Force (RAF), the term is informally used between officers and airmen, referring to the officer who is second-in-command. It is formally used in the Royal Navy (RN), however. In smaller vessels, such as submarines and frigates, the Executive Officer also holds the position of First Lieutenant. Originally, the Second-in-Command was usually referred to as First Lieutenant (or as "Number One"), although it is becoming more common to hear the term XO. On larger ships, in which the XO holds the rank of Commander, the XO is usually referred to simply as "the Commander". The XO heads the executive department.

United States

In the United States Army and Marine Corps, for example, there are XO billets in each company, battalion, and brigade, though not at higher levels of command. The XO billet is not a command; rather it is considered staff. The XO is typically responsible for the management of day-to-day activities, such as maintenance and logistics, freeing the unit commander to concentrate on tactical planning and execution. The XO also takes charge in the absence of the CO. While the experience gained as an XO is highly beneficial for an officer's professional development, never serving in the position will not preclude an officer from commanding later. In the United States Navy and Coast Guard, XOs are normally assigned to all ships and shore units, and have a similar role to their counterparts in the Army and Marine Corps. On board Coast Guard cutters that are commanded by either a junior officer or a senior enlisted member, Executive Petty Officers (XPOs) are usually assigned to serve as second-in-command.

The United States Air Force (USAF) uses the titles of "Vice Commander" (CV), or "Deputy Commander" (CD) for an officer who serves as the second-in-command for an organization above squadron level. For a squadron, the second-in-command is typically termed the "Director of Operations" or "Operations Officer" (DO). The term "executive officer" is used to designate an officer who serves as an administrative assistant to a senior officer. In the other uniformed services, this position is usually called an "executive assistant." The rank of an executive officer can vary from lieutenant (working for a colonel) to a colonel (serving as the executive officer to the Chief of Staff of the Air Force.)

A unique application of the term is Executive Officer to the Supreme Allied Commander Europe, and Commander, United States European Command. This position is typically held by a brigadier general or rear admiral (LH) and is drawn from all of the armed services. The duties involve serving as both an "executive assistant" to Supreme Allied Commander Europe (SACEUR) and also includes command responsibilities for the U.S. military community at Supreme Headquarters Allied Powers Europe (SHAPE) in Belgium.

Category:Military ranks Category:Administrative law Category:Business and financial operations occupations Category:Corporate governance Category:Management occupations

de:Executive Officer fr:Commandant en second sv:Sekond zh:行政主任

William Lightfoot Price (1861 – October 14, 1916) was an influential American architect, a pioneer in the use of reinforced concrete, and a founder of the utopian communities of Arden, Delaware and Rose Valley, Pennsylvania.

Career

At age 17, Price began work in the offices of architect Addison Hutton. He subsequently joined his brother Frank in the offices of architect Frank Furness. The brothers opened their own office in 1881. Their first major commission came in 1888, to design suburban houses in Wayne, Pennsylvania for real estate developers Wendell & Smith. The brothers' partnership lasted until 1893. Price designed suburban houses for another Wendell & Smith development, "Overbrook Farms," including his own house, "Kelty" (1894). In 1903, he formed a partnership with M. Hawley McClanahan, that lasted until his death.

Price was a Quaker, and his early commissions may have come through religious ties. The owners of Philadelphia's Strawbridge & Clothier Department Store were investors with George W. Vanderbilt in a proposed resort hotel in Ashville, North Carolina, and may have recommended Price to design the Kenilworth Inn (1890-91, burned 1909). Price's familiarity with Vanderbilt's then-under-construction chateau and estate, "Biltmore," seems to have gotten him his next major commission, "Woodmont."

For steel magnate and former U.S. Congressman Alan Wood, Jr., Price designed "Woodmont" (1892-94), a chateauesque mansion built on the highest point in Montgomery County, Pennsylvania, a bluff overlooking the Schuylkill River, the industrial town of Conshohocken, and the Alan Wood Iron & Steel Company Plant. Price would design other palatial residences, but never again on this scale.

Price experimented with new materials, especially reinforced concrete, that were cheaper for constructing hotels and industrial buildings, and allowed wide spans and soaring spaces. At Rose Valley, a utopian community he co-founded, he built new buildings and altered existing ones, creating an Arts & Crafts village.

Price's most famous building was the Marlborough-Blenheim Hotel (1905-06), on the boardwalk in Atlantic City, New Jersey. Following the 1976 legalization of gambling in the city, architect Robert Venturi hoped to make the building the centerpiece of a casino-hotel, but its reinforced concrete had deteriorated so much that it could not be saved. It was demolished in 1979.

Georgist

Will was an ardent Georgist, following the economic theories of Henry George. The Arden website writes that "Arden was founded in 1900 by sculptor Frank Stephens and architect Will Price based on the Single Tax philosophy of Henry George, a political economist whose ideas were popular in America in the late 1800s. The land was and still is owned in common."

Additionally,the Historic Society of Delaware notes: "Stephens and Price first came to Delaware in 1895-1896 during the single-tax campaign to win political control of the state. The Single-Taxers hoped that by gaining control of a small political entity they could put their principles into action and show that they could really work. The exhibit will show a rare copy of Justice, a single-tax newspaper published in Wilmington in April 1896. The campaign failed—many of the activists were jailed—but Price and Stephens did not give up their dream. In 1900, they purchased the Derrickson farm in northern New Castle County. Price designed a town plan that preserved communal open space and encouraged people to mingle with their neighbors. Stephens and Price adopted "You are welcome hither" as the community motto because they wanted Arden to be a place open to people of all economic levels and political views, a new departure in an era when restrictions were the norm. Price never lived in Arden—he was more deeply involved in Rose Valley, another idealistic community nearby in Pennsylvania—but Frank Stephens did. (Stephens's) enthusiasm, leadership, and ideas guided Arden from a dream to reality. His son Donald also played a vital role in the community."

Rose Valley

The Rose Valley Museum and Historical Society writes the following about Will Price: "Will Price died in 1916 at 55. It has been argued that, had he had as long a career as his contemporary Frank Lloyd Wright (1867-1959), Price might also have been a giant among the world’s architects. There is certainly much about his later work like the Atlantic City hotels and the Chicago Freight Terminal to indicate a radically modern direction. And modernism exists in his earlier work, but it is now more difficult to see or understand. The houses he built before founding Rose Valley are made from the same hodge-podge of materials as any other turn-of-the-century American architect used for the show places of rich clients: cut and rough stone, cedar and slate shingles, Gothic and half-timber wood work, red brick and buff stucco. All of this historicism hid modern systems like electricity, steam heat, and interior plumbing.

When Will Price came to Rose Valley there were twelve small houses, two old mills, and an historic stone house once occupied by Bishop White. Price rehabilitated some buildings; slip covered others and, eventually, put up completely new houses. The old bobbin mill was given a quaint rustic porch. A farmhouse above the Bishop White house was encased in stucco and tile and expanded to become the grandest house in the valley, “Schönhaus.”

House of the Democrat

An unpretentious cottage went up on Price’s Lane, “House of the Democrat,” which became one of the most influential buildings of the American Arts and Crafts movement.

Before it was built, Price published designs for this house in several influential magazines with a national circulation like Ladies’ Home Journal. Along with other Arts and Crafts proselytizers like Gustav Stickley, Price sought to convince Americans that they didn’t need to “keep up with the Joneses.” He admonished both rich and poor to “…dispense with the plush albums and tea-store chromos and self-playing melodeons and comic operas and the daily installment of wood-pulp which calls itself the modern newspaper. Resigning these luxuries, they will get what in return? They will still have the necessaries of life and some of the comforts.” In 1903 Price wrote a book called Home Building and Furnishing. Being a Combined New Edition of Model Houses for Little Money published together with Inside of 100 Homes By W. M. Johnson in which they made an effort to distill his idea about how anyone’s home could have everything it needed to live the art that is life without costly materials and elaborate detail. The mere consideration of the quality of housing for the average person was a modern notion. Earlier architects may have designed small houses, but they were for the relatively rich. If and when housing was contemplated for anyone else, it was usually in terms of cheap, exploitative development.

Thunderbird Lodge

Price thought houses would be modern if they fit the life one lived. He was very much against copying historical styles because no one lived like Roman emperors or French royalty. He thought beauty would come not from the architect’s design but from the fitness of purpose, place, and materials. The most eloquent example of this in Rose Valley is "Thunderbird Lodge," the studio house of Charles and Alice Barber Stephens.

The structure grew from an existing stone bank barn. The second floor of the barn became a studio for Charles while the first was shaped into another for Alice. The name of the house derived from Charles Stephens’s passionate interest in Native American artifacts. His collection eventually became the core of the University of Pennsylvania museum collection. The fireplace in the upstairs studio is said to have the form of a Thunderbird, a symbol that also appears on the studio exterior, this time made of Henry Mercer’s Moravian tiles.

Price described the house: “The old barn standing near the road was converted into first and second floor studios, the old timber roof being rebuilt for the upper studio, and large windows and fireplaces being built into the old walls. The house rambles off from the fireplace and off the studios and is connected to them by an octagonal stair hall. It is built in part of fieldstone so like that in the old barn that it is almost impossible to tell old work from new. The upper part is of warm gray plaster, and the roof of red tile. All of the detail is as simple and direct as possible, and the interior is finished in cypress stained to soft browns and grays and guilty of no finish other than wax or oil.”

Citing the way the house fit its site, the way the pergola helped integrate the building and gardens, the use of local materials, and the references to indigenous architecture, magazines compared it to the designs of Frank Lloyd Wright who was then just beginning to develop his signature Prairie School style.

Thunderbird lodge later became the home of the Olmsteds: Judge Allen and Mildred Scott Olmsted, both well-known social activists. He was instrumental in the founding of the American Civil Liberties Union, and she was a tireless proponent of the Women’s International League for Peace and Freedom." From the website Photographs of Will's buildings are available at this website.

Price's architectural drawings along with those of his brother Walter are at the Athenaeum of Philadelphia.

Selected Buildings

Kenilworth Inn, Asheville, North Carolina (1890-91, burned 1909).

"Woodmont," Alan Wood, Jr. mansion, 1622 Spring Mill Road, Gladwyne, Pennsylvania (1892-94). Now headquarters for International Peace Mission movement.

Will Price house, 6334 Sherwood Road, Overbrook Farms, Philadelphia, Pennsylvania (1894). Winston Commons Apartments, 6620-24 Germantown Avenue, Philadelphia, Pennsylvania (1895). Alterations to "Robindale," John S. Clarke house, Morris Avenue & Yarrow Street, Bryn Mawr, Pennsylvania (1896 and 1901). Now Benham Gateway Building (Admissions Office), Bryn Mawr College. Frank Furness designed the original c.1883 house. John Marshall Gest house, 5620 City Avenue, Philadelphia, Pennsylvania (1897-98). Now Wolfington Hall, Saint Joseph's University. "Glenmede," George S. Graham mansion, 630 Old Gulph Road, Bryn Mawr, Pennsylvania (1902-04). Now part of Bryn Mawr College. Jacob Reed's Sons Store, 1424 Chestnut Street, Philadelphia, Pennsylvania (1903-04). An early reinforced concrete structure, with brick cladding and Mercer tile mosaic work.

Marlborough Hotel, Atlantic City, New Jersey (1902, demolished 1979). This was later combined with the Blenheim Hotel.

Blenheim Hotel, Atlantic City, New Jersey (1905-1906, demolished 1979). At the time of its construction, the largest reinforced-concrete building in the world.

Media Armory, 12 E. State Street, Media, Pennsylvania (1908).

Second "Frank Stephens Homestead," Arden, Delaware (1909).

Altered the existing Derrickson Barn into "Gild Hall," Arden, Delaware (1910).

Traymore Hotel, Atlantic City, New Jersey (1914-1915, demolished 1972).

Pennsylvania Railroad Freight Terminal, Chicago, Illinois (1914-1918, demolished 1970s).

Pennsylvania Railroad Station, Fort Wayne, Indiana (1914). Additions to Union Station, Indianapolis, Indiana (1915-20).

Flamingo Hotel, Miami Beach, Florida (1921, demolished 1950s).

Rose Valley Buildings

Altered 8 existing rowhouses into "Guest House" (1901).

Altered an existing house into "Camaredeil," Will Price house, (1901).

Alterations to "Bishop White House" (1902). Price added the 2-story porch and the tile roof.

Altered the existing Bobbin Mill into "Guild Hall" (c. 1904). Now Hedgerow Theater.

Altered an existing barn into "Thunderbird Lodge," Charles & Alice Barber Stephens house (1904), 45 Rose Valley Road.

Altered an existing house into "Schönhaus" (1904-05).

"Auntie Bess Warrington House" (1908), 7 Price's Lane.

"Roylencroft" (1909).

"House of the Democrat," (1911-12).

Rose Valley Improvement Company houses on Porter Lane (after 1910).

Gallery

File:Kenilworth Inn Ashville NC 1902 LOC4a09515v (cropped).jpg|Kenilworth Inn, Asheville, NC (1890-91, burned 1909). File:6620 Germantown Philly.JPG|Winston Commons Apartments, Germantown, Philadelphia, PA (1895). File:Camaredeil.JPG|"Camaredeil," Will Price house, Rose Valley, PA (1901). File:Marlborough House, atlantic City, NJ.jpg|Marlborough House Hotel, Atlantic City, NJ (1902, demolished 1979). File:Reeds 1424 Chestnut Philly.jpg|Reed's Sons Store, 1424 Chestnut, Philadelphia (1903). File:Schoen Watertower.JPG|"Schönhaus" watertower and house, Rose Valley, PA (1904-05). File:Media Armory PA.JPG|Media Armory, Media, PA (1908). File:Auntie Bess Rose Valley.JPG|"Auntie Bess Warrington House," Rose Valley, PA (1908). File:Roylencroft Rose Valley.JPG|"Roylencroft," Rose Valley, PA (1909).

Notes

Further reading

External links

George E. Thomas, 2010, NRHP Nomination Form for Rose Valley Historic District, p.10. Enter "public" for ID and "public" for password to access the site.

Camaredeil on Picasa

Will Price from National Building Museum

William Lightfoot Price from Philadelphia Architects and Buildings

Category:American architects Category:1861 births Category:1916 deaths Category:Georgists Category:Concrete pioneers

Name	Peter Voser
Birth date	1958
Birth place	Switzerland
Occupation	CEO of Royal Dutch Shell }}

Peter Voser (born 1958, Switzerland) is currently CEO of Royal Dutch Shell plc. He started his career at Royal Dutch Shell in 1982, working in a number of finance and business roles in different countries. In 2004 Peter was appointed Shell’s Chief Financial Officer (CFO).

From 2002 until 2004 Peter had been CFO and an Executive Committee Member of the Asea Brown Boveri (ABB) Group of Companies.

Peter is active in a number of international and bilateral organisations, including the European Round Table of Industrialists and The Business Council. Peter became a Director of Catalyst in 2010, a non-profit organisation working to build inclusive environments and expand opportunities for women at work. In 2011 he joined the Board of Directors of leading Swiss healthcare research company Roche.

References

Peter Voser biography at Shell.com

European Round Table of Industrialists - Members

Catalyst: Boards

Roche announces change in Board of Directors

Peter Voser entry on Roche Board of Directors

External links

Meet Shell’s new CEO- Fortune magazine interview (08 Jul 2009)

Delivering energy through innovation - interview (10 Jan 2011)

Shell CEO keeps foot on accelerator - interview (14 Jun 2010)

I’m open to critics but I have a business to run - interview (11 Jan 2010)

Category:Living people Category:1958 births Category:Royal Dutch Shell people Category:Swiss chief executives

de:Peter Voser nl:Peter Voser pt:Peter Voser

name	Alan R. Mulally
birth name	Alan Roger Mulally
birth date	August 04, 1945
birth place	Oakland, California, USA
residence	Dearborn, Michigan, USA
citizenship	United States
alma mater	University of Kansas,Massachusetts Institute of Technology
occupation	President and CEO of Ford Motor Company
salary	US$1.4 million salary +US$16.5 million other compensation (2009)
spouse	Jane "Nikki" Connell
children	5
parents	Charles R. "Dick" MulallyLauraine Lizette Clark Mulally }}

Alan Roger Mulally (born August 4, 1945) is an American engineer and businessman who is currently the President and Chief Executive Officer of the Ford Motor Company. Ford, which had been struggling during the late-2000s recession, returned to profitability under Mulally and was the only American major car manufacturer to avoid government-sponsored bankruptcy.

Mulally was previously executive vice president of Boeing and the CEO of Boeing Commercial Airplanes (BCA). He began his career with Boeing as an engineer in 1969 and was largely credited with BCA's resurgence against Airbus in the mid-2000s.

Early life

Mulally was born in Oakland, California to Charles R. "Dick" Mulally and Lauraine Lizette Clark, who met at a USO dance. Mulally grew up in his mother's hometown of Lawrence, Kansas, where he was a member of Plymouth Congregational Church. He considered Rev. Dale Turner "a mentor and an inspiration." He used to sit at the front of the church to study the minister's influence on the congregation. Mulally said that he found himself motivated at the age of 17 by president John F. Kennedy's challenge to send a man to the moon. He has three sons and two daughters with his wife, Jane Connell.

Education

Mulally graduated from the University of Kansas, also his mother's alma mater, in 1969 with Bachelor of Science and Master of Science degrees in aeronautical and astronautical engineering. He is an alumnus of the Kappa Sigma Fraternity and is its 2007 Man of the Year. He received a Master's degree in Management (S.M.) as a Sloan Fellow from the MIT Sloan School of Management in 1982.

Career

Boeing

Mulally was hired by Boeing immediately out of college in 1969 as an engineer. He held a number of engineering and program management positions, making contributions to the Boeing 727, 737, 747, 757, 767 and 777 projects. He led the cockpit design team on the 757/767 project. Its revolutionary design featured the first all-digital flight deck in a commercial aircraft, the first two man crew for long range aircraft, and a common type rating for pilots on two different aircraft. He worked on the 777 program first as director of engineering and, from September 1992, as vice-president and general manager.

He was later named as Vice President of Engineering for the commercial airplane group. He is known and recognized for elevating Phil Condit's "Working Together"-philosophy through and beyond the 777-program. In 1994, Mulally was promoted to senior vice president of Airplane Development and was in charge of all airplane development activities, flight test operations, certification, and government technical liaison. In 1997, Mulally became the president of the Information, Space & Defense Systems and senior vice president. He held this position until 1998 when he was made president of Boeing Commercial Airplanes, Chief Executive Officer duties were added in 2001.

Following the forced resignations of Phil Condit in 2003 and Harry Stonecipher in 2005, Mulally was considered one of the leading internal candidates for the CEO position. When Mulally was passed over in both instances, questions were raised about whether he would remain with the company.

For Mulally's performance at Boeing, ''Aviation Week & Space Technology'' named him as person of the year for 2006.

Ford Motor Company

}}

Mulally was named the President and CEO of Ford Motor Company on September 5, 2006, succeeding William Clay Ford, Jr., who remained as Executive Chairman of the company's Board of Directors. Mulally was criticized for calling his Lexus LS430 the 'finest car in the world', just as Ford was about to announce his selection as CEO. William Clay Ford Jr. had been searching for his successor as Ford CEO for some time, with DaimlerChrysler's Dieter Zetsche and Carlos Ghosn of Renault/Nissan Motors both turning down the offer.

One of Mulally's first decisions at Ford was to bring back the Taurus nameplate. He said that he could not understand why the company previously scrapped the Taurus, which had been one of the company's best sellers until losing ground in the late 1990s.

Mulally took over "The Way Forward" restructuring plan at Ford to turn-around its massive losses and declining market share. Mulally's cost cutting initiatives led to the company's first profitable quarter in two years. Dividends to shareholders were also suspended.

In 2006, Mulally led the effort for Ford to borrow US$23.6 billion by mortgaging all of Ford's assets. Mulally said that he intended to use the money to finance a major overhaul and provide “a cushion to protect for a recession or other unexpected event." At the time the loan was interpreted as a sign of desperation, but is now widely credited with stabilizing Ford's financial position, compared to crosstown rivals General Motors and Chrysler, both of whom had gone bankrupt during the Automotive industry crisis of 2008–2009. Ford was the only one of the Detroit Three that did not ask for a government loan. While GM and Chrysler expect to be dramatically downsized as a result of bankruptcy, Ford is poised to emerge as the largest US automaker and shows signs of recovery. In May 2009, Ford chairman William Clay Ford, who hired Mulally, said that "Alan was the right choice [to be CEO], and it gets more right every day".

In 2007, he presided over the sale of Jaguar Cars and Land Rover to Tata Motors, an Indian car and truck manufacturer. Mulally said he had "no regrets" over the sale, preferring to concentrate on the Ford brand, as then-CEO Jacques Nasser was criticized in 2001 for paying too much attention to new overseas acquisitions while letting the main Ford operations in the US decline. Ford received $2.3 billion USD on the sale, considerably below what they paid for it under Nasser. However, analysts said that Ford would have gotten much less or may not have found a buyer if they tried to sell it later in 2008, as Jaguar Land Rover sales subsequently plummeted due to high oil prices in the summer, causing Tata to request a bailout from the British government. Mulally also sold off Aston Martin and Volvo Cars, and reduced Ford's stake in Mazda.

In 2008, amid mounting losses during an economic downturn, Ford announced a proposal on December 2, 2008 to cut Mulally's salary to $1 per year if government loans were received and used by Ford. During hearings for government loans to Ford, he and other industry leaders were criticized for flying to Washington, D.C. in corporate jets. During a subsequent meeting, he traveled from Detroit to Washington by a Ford-built hybrid electric vehicle, while selling all but one of the company's corporate jets.

In 2008, Mulally earned a total compensation of $13,565,378, which included a base salary of $2,000,000, stock awards of $1,849,241, and option awards of $8,669,747. His total compensation decreased by 37.4% compared to 2007.

On February 2, 2009, WOOD-TV News in Grand Rapids reported that Mulally personally called Michael Snapper, a customer who recently chose to purchase a Ford Fusion Hybrid over the Toyota Prius that he originally intended to buy. He left a voicemail on Michael's mobile saying a personal thank you from the CEO.

Due to his achievements at Ford, he was included in the 2009 Time 100 list. The entry, written by Steve Ballmer, says, "[Mulally] understands the fundamentals of business success as well as any business leader I know."

In 2011, Mulally was named Person of the Year by the The Financial Times ArcelorMittal Boldness in Business Awards. He was also named the 2011 CEO of the Year by ''Chief Executive'' magazine.

Management style

Mulally negotiated four new agreements with United Auto Workers, which has brought down labor costs from $76/hour to $55/hour. He lives within three miles of his office at Ford's global headquarters in Dearborn, Michigan, arrives at 5:15 AM every morning, and works for twelve hours. He has a meeting with Ford's executives, called a "Business Plan Review" every Thursday at 8:00 AM in the "Thunderbird Room" at Ford Headquarters. At a "town meeting" of 100 information technology staffers in February 2007, Mulally said, ''"We have been going out of business for 40 years"'', and has repeated this message to other employee groups.

References

External links

Biography: Alan Mulally at Ford Motor Company

Profile at ''Bloomberg Businessweek''

Alan Mulally's federal campaign contributions from Newsmeat

Bring Back Alan

Category:Living people Category:1945 births Category:American manufacturing businesspeople Category:American Protestants Category:Chief executives in the automobile industry Category:Ford executives Category:Massachusetts Institute of Technology alumni Category:MIT Sloan School of Management alumni Category:People in the automobile industry Category:People from Oakland, California Category:People from Lawrence, Kansas Category:People from Dearborn, Michigan Category:Sloan Fellows Category:University of Kansas alumni

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