The Fritz Is Online

by Edward Niedermeyer

Published: June 5th, 2009

GM’s Fritz Henderson is trying on a paler shade of transparency over at ye olde Fastlane blog. With results that defy this blogger’s adjective collection. When asked whether the “new GM” should continue to employ the thousand authors of GM’s failure, Henderson replied with self-serving equivocation. “If I was starting a new company, which we are in fact, I would start with a blend of people that have been involved in winning businesses and outstanding people that learn from their failures. At least for me personally, I have been involved in both.” Well, isn’t that convenient? OK, Henderson, “what do you think is the most important change that needs to be made in GM’s corporate culture?” Modesty prevents even us from posting Henderson’s reply before the jump.

we need to make some important changes in our culture. at least for me, we must drive home the following concepts and behaviours every day:

1. product and customers should dominate our activities and day to day lives.

2. speed. this is not sense of urgency, it is speed.

3. risk taking: we have great people. we need to allow them to take risks and coach them accordingly.

4. accountability: results count, period. consistent with a culture that encourages smart risk taking, with speed and delegation to act, we must all feel and live with a sense of accountability.

Speed not urgency? The teeth-gnashing jokes practically write themselves. Especially when your punctuation recalls that of a last-minute sophomore essay written towards the end of a savage Adderall binge. And besides the first point (which is as obvious as business culture statements come), what is Henderson trying to say? Faster, riskier, and once more with feeling? It sounds like it’s time for someone to get some sleep.

“we must spend time on products, customers and building our brands. it has been my experience that managing problems and restructuring consumes time, actually oversubscribes time, so we must get these actions behind us so we can focus on the future.”

Yes, oversubscribes. You know, like punctuation. No time.

“I had a small amount of shares from the old GM. What has happened to them?” Henderson replies: “unfortunately, the value of gm shares is expected to be zero.” Dude, Fritz… they are zero. There’s no “expected” about it.

This goes on at some length. Henderson admits that the Volt “will not be an inexpensive vehicle in its first generation, but it will be extremely affordable relative to a tesla.” You know, like the Coda. Also, nobody wants to buy Pontiac.

But the big question in all this never gets asked. Or at least never gets moderated into the discussion. So here it is: If GM’s future is so important that Henderson doesn’t have time for “managing problems and restructuring” or punctuation, how does he have time to spout truisms, non-news and non-answers to the webchaterati? Riddle me that. Now, where did I put those black beauties?

Edward Niedermeyer

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Martin B on Jun 06, 2009
accountability: results count, period. consistent with a culture that encourages smart risk taking, with speed and delegation to act, we must all feel and live with a sense of accountability. "Smart" risk taking? Live with accountability? This sounds to me like you can only do something risky if success is guaranteed -- i.e. DON'T TAKE ANY RISKS.

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Potemkin on Jun 06, 2009

"I would also recommend that each level of management review the next level above. " I worked for GM for 35 years and can tell you the quickest route to oblivion for your career path is to criticize your superiors. GM management does not tolerate comments from their underlings. Again, the only route to success for The General is a purge at the top and an outsider to run the place. Another Allan Mullally who would kick ass and take names.

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