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Harry J. Pearce, Executive Vice President and General Counsel, General Motors Corp.

In a stunningly candid interview, Harry Pearce describes the mistakes that led to General Motors’ huge loss of market share—the mismanagement of the board, the arrogance and isolation of top management—and shares GM’s strategy for reforming the world’s largest automaker and regaining world dominance in the automobile market. Back from the brink, here is how GM has made a new beginning with its customers and employees. (30 minutes)



 
                

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Copyright date: ©1994



Part of the Series : The View from the Top: Managing Change in the Global Marketplace
     


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An Obsession with Quality
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George Fisher, CEO, Eastman Kodak; CEO, Motorola 1990-1993Named one of the most-admired executives in the electronics industry as president and CEO of Motorola, Kodak's chief executive explains how Motorola's single-minded pursuit of quality-not just...(more details)
 
Taking Risks at Intel
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Andrew S. Grove, CEO, Intel Corp.Before "Intel Inside" became the sine qua non of PC manufacturing, Intel faced the prospect of being squeezed out of the microchip market by Japanese manufacturers who threatened to turn the chip into a commodity. Her...(more details)
 
Keiretsu and the Friday Lunch
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Minoru Makihara, President, Mitsubishi Corp.Each Friday, executives, employees, shareholders, and strategic partners meet over lunch to map the long-term strategy for Mitsubishi. For Japan, competitiveness is the product of consensus. Minoru Makihara...(more details)
 
Steering Ford to Superior Quality
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Harold "Red" Poling, Former Chairman and CEO, Ford Motor CompanyUnder Red Poling's leadership, Ford was the first U.S. automaker to recognize and respond to Japan's invasion of the U.S. car market. "Quality Is Job One" became the rallying point aroun...(more details)
 
A CEO Goes Back to the Classroom
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Robert W. Galvin, Chairman of the Executive Committee of the Board, MotorolaOne of the earliest advocates of continuing professional development and lifelong training, Motorola's Bob Galvin explains how he instituted one of the most extensive and suc...(more details)
 


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