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Step by step to replace Rick Wagoner as CEO of the beleaguered automaker during the restructuring phase, Henderson was quoted as saying, "during the next 60 days, we will work around the clock, with all parties, to meet the requirements of aggression that have been established by the Task Force and to make fundamental and lasting changes to reinvent the GM for the long term. "
Perhaps Mr. Henderson understands the difficult task of pure and physical toll restructuring phase that demand in the new CEO. 244 days after his appointment, he resigned. While some sources close to the company praising the Fritz Herculean efforts during his brief period, the company left standing in a financial storm amid a U.S. market relatively barren of cars. Given the current situation, many players are beginning to wonder how GM is the master of the right to weather the storm. Here's the breakdown of the major obstacles and strategies necessary to help land the right leader.
Uncle Sam
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With a 60% stake in GM, the Government is by far the largest shareholder. Given the recent public debacle scandal the bonus of AIG, is highly unlikely that the new CEO of GM is offering a salary scale anywhere close to the private sector. So how does an enterprise that requires the highest absolute levels of steel strength and business intelligence in their new CEO compete with the pockets of private sector? The new CEO of GM will to be mentally and emotionally invested in the company. A key requirement for GM's leadership position must include a deep sense of sympathy for the U.S. market car and an unshakable will leave the mate at almost all costs. Essentially, we are looking for the Rocky Balboa of CEO's.
Psychology
In retrospect, perhaps, Fritz Henderson was the right man for the interim job. Perhaps never intended to see the company through the long and arduous trek back to profitability, but merely guides them through the initial transition lasts from bankruptcy. GM needs a marathon runner. GM needs someone with nerves of steel, someone who works better under pressure and a person who has a monumental challenge. The increase in GM from the dead can not be the same as putting a man on the moon, but in economic terms, is certainly in the same stadium. The new CEO has to live in high-stakes decision making.
Organization
With the crowd that has an important stake in the company, the CEO search will inevitably become a subject of public domain. The recruitment of leaders requires an internal discussion and tweezing apart the subtle differences in the character, personality, general psychology and experience of each candidate. While the American people must comply with its investment, the last thing GM needs is a corporate version of American Idol. The organization, communication, feedback and collaboration between those responsible for selecting the new CEO is critical to the long-term success of the company. This group should go out of their way to ensure the highest level of cooperation. To foster internal collaboration and feedback with the hiring special software to work with a team of public relations to ensure public satisfaction with the overall process, the selection team to work hard for them.
Given the obvious challenges associated with finding a new leader for General Motors, there are several advantages that GM has in the future. Despite that government ownership makes CEO pay scales competitive with Uncle Sam as your sponsor is like having a Don Corleone to invest in their olive oil company. Investors, competitors and even potential car buyers that there is an underlying level of financial security, at least for now. GM is also about to produce a new generation of electric cars like the Chevy Volt, which could revitalize and business and position as technological leader in the automotive industry. By Last but not least, there is still a fighting spirit in this country, in the automotive industry and a deep history with our U.S. manufacturing base can offer an intangible but powerful ally as new CEO of GM has the wheel on the bumpy road to recovery.
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