Gm new ceo biography

August 24, Archived from the original on August 26, Retrieved July 26, Department of Homeland Security. Washington, D. March Archived from the original on September 20, Retrieved June 26, Archived from the original on January 28, Retrieved September 7, Duke Today. Archived from the original on May 29, Retrieved May 29, Archived from the original on October 27, Retrieved October 19, Archived from the original on January 19, Retrieved April 3, Retrieved March 29, Archived from the original on November 29, Retrieved April 9, Business Insider.

Archived from the original on November 3, Retrieved June 1, Archived from the original on May 9, Retrieved May 9, February 7, Archived from the original on February 8, For leadership in automotive manufacturing, product engineering, and product development. The Bridge. Spring Barra with Legend in Leadership Award". Yale School of Management.

September 24, Archived from the original on July 19, Retrieved July 19, Institutional Investor. Archived from the original on March 29, Archived from the original on June 7, Retrieved June 2, CBS News. Retrieved November 15, Archived from the original on December 28, Retrieved July 24, How she's transforming the auto giant for the EV future".

Retrieved October 2, A1, A Wilson cemented GM's corporate power in America's postwar boom while lending his expertise to further expanded industrial output for the Korean War effort. Harlow Curtice inherited the CEO position in near the peak of postwar American consumer affluence and steered GM to record sales through updated styling and the brand's first V8 engines.

Though GM sales declined and market share slipped under his leadership, Curtice did invest substantially in automation to streamline production while pushing powerful ads to keep GM distinctly "American". Curtice's unexpected death in cut short his ambitions for reviving sales growth through 50 new compact car models planned over 3 years. Curtice provided prosperous leadership amid economic shifts challenging Detroit's auto giants through updated styling and advertising panache in an era demanding modernization.

James M. Roche rose to GM's CEO post inafter decades guiding the company's international growth, as America's big automakers faced rising regulatory pressure and foreign competition. Though Roche championed updated vehicle safety and pollution controls, GM lost significant market share under his watch due to quality issues and inability to meet consumer demand for smaller cars.

Facing discontent over limited oversight on vehicle safety defects, Roche resigned in just before activist Ralph Nader's hearings on auto industry negligence. Roche struggled to balance GM's commercial interests with public accountability during the pivotal late s as foreign imports and Washington regulations challenged Detroit automakers. His short 4-year tenure highlighted the need for strategic changes at GM regarding compact cars and consumer safety assurances.

Richard C. Gerstenberg stepped into the CEO role in when America's automotive giant faced heavy pressures, including new emissions controls regulations and high inflation straining sales. Through his short tenure, Gerstenberg pursued ambitious expansions including acquisitions of key manufacturers to gain non-automotive sources of revenue.

By lateGerstenberg handed over leadership as a reluctant auto industry entered the uncharted territory of significantly boosted fuel-efficiency standards. Thomas A. Murphy took GM's wheel during deeply troubled times in latewith soaring inflation and gasoline prices stemming from oil embargoes devastating US auto sales. Facing relentless pressures, Murphy cut costs drastically via layoffs and plant closings while acquiring Electronic Data Systems to diversify GM's sagging revenues.

However, GM's slumping US market share ultimately rebounded partly due to Murphy's key support for renewed emphasis on smaller, fuel-efficient cars to meet changing consumer demands. Though GM's strength remained significantly sapped after historic losses during his term, Murphy did guide the firm's realignment with societal shifts through tumultuous economic conditions in the s.

Barra has been with the company since graduating from Kettering University, then called the General Motors Institute, in with a degree in electrical engineering. She started as a senior engineer at a Pontiac Fiero plant, according to Fortune. She was quickly recognized as someone with management potential, and GM sent her to Stanford Business School.

Immediately after getting her MBA, she got her first job as a GM manager, running manufacturing planning. Then came a series of increasingly visible jobs, including executive assistant to GM's CEO in the mid '90s, fixing a troubled internal communications department, turning around an important and troubled Detroit plant, and bringing data and efficiency to the company's messy human resources department, which earned her a spot on GM's executive committee.

Throughout that time, Barra managed to avoid the toxic politics that had come to define GM's internal culture. Instead, her career at GM has been defined by a drive gm new ceo biography efficiency, agility, and better quality, things that the company sorely lacked as it fell behind other automakers. But there was a lot of dysfunction to cut through, she said in an interview with Forbes.

Part of the confusion came from the manufacturing side. In that first job in a Pontiac factory, Barra saw defect gm new ceo biography defect in hood and fender panels. Barra tackled the inefficient internal organization and poor manufacturing processes as head of HR. She also made her mark on the all-important product development side when she revamped a complicated management structure that had three executives in charge of every car model.

In came her biggest test: She was appointed senior vice president for global product development, determining the look, feel, and engineering of GM's most important products, despite having very little experience in designing or developing vehicles. H er manufacturing and quality background came through, resulting in a noticeable uptick in the quality and perception of GM's vehicles.

Barra is a historic choice to lead the company, and a highly qualified one. And although GM is free of its ties to the U. Business Strategy. Real Estate. Small Business. The Better Work Project. Tech Science. Markets Stocks. Lifestyle Entertainment. Reviews Tech. Personal Finance Banking Savings.

Gm new ceo biography

Afterwards, yet another committee took on the task of reading that report. By the time everyone had reached a consensus that action should be taken, at least 20 people had died. Then you bring in a consultant who knows a lot about snakes. Third thing you do is talk about it for a year. In that regard, it could be argued that Barra was more or less thrown under the bus in taking on the top job at GM, as she spent her first few months as CEO sitting in US congressional committees, being grilled by politicians over the scandal.

In truly un-GM fashion, she has made absolutely no excuses for the company. In the old GM, senior managers would huddle together in committees in order to plot how best to avoid bringing bad news to the board table. Barra has now witnessed first-hand what sort of damage that lack of accountability can inflict — and her experience in HR and communications will no doubt help spearhead efforts to eradicate such behaviour.

In 34 years at GM, Mary Barra has never encountered a single challenge she could not overcome. At present, the century-old firm is celebrating a return to an investment-grade credit rating, improving stock prices and back-to-back quarters of profitability. Under her tutelage, GM is saying goodbye to the days of minimal innovation. ByBarra has vowed to reach 10 percent profit margins in North America and restore lacklustre profits in Europe.

Byshe aims to roll out a self-driving Cadillac.