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Disruption in Detroit: Ford, Silicon Valley, and Beyond (B)
Gundling, Ernest
Publication date: 1/1/2018, pages 1-16

The (A) case focuses on the Ford Motor Company in Spring 2016 and how then-CEO, Mark Fields, should best respond to emerging disruptive technologies like electric vehicles and connectivity autonomous vehicles. After a successful financial turnaround during the 2008-09 recession under Alan Mulally, Ford must now decide whether its investment in emerging technologies is too much, too little or just right especially with new rivals Google, Apple, and Tesla as well as BYD and LeEco from China. The (B) case provides an update on Ford's strategy following the dismissal of Fields and the appointment of former Steelcase CEO and Ford Smart Mobility (FSM) chair Jim Hackett as his successor. Faced with a drop of 37 percent in Ford's stock price during Field's tenure, declining year-over-year vehicle sales in early 2017, and Ford Board members' views that the company needed to more successfully communicate its recent strategic moves in the mobility space, Hackett lays five themes to turnaround the company, while keeping his eye on the "now, near, and far" on the company's performance.
 


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