The Ford Case Analysis
Opinion one: when every stakeholder matters
Defining the specifics of the corporate governance strategy, which Ford has chosen as its key guideline in defining the company’s goals, its strategies, and the relationships between the staff and the managers, one must admit that it has a range of positive aspects. To be more exact, the Ford Company CEO has stressed several times that the cooperation between the firm’s members and the satisfaction of all its stakeholders are currently at the top of the priorities list (Andress, Bolin, Horton, Cleven, McCullar & Stevens, 2012, p. 146).
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Opinion two: when a little more perspective is desirable
Although the model of corporate governance, which is currently used at Ford, proves quite efficient as a tool for the company’s global success, it is worth keeping in mind that the company is represented by a range of affiliates in a variety of states (Affiliates, n. d.). In order to coordinate the work of all these affiliates, retaining the role of the leader and maintaining the corporate governance model,
Ford will have to make a very serious effort. Seeing that the company is currently quite busy defining its position in the market and competing with such successful brands as Toyota and Honda (Andress, Bolin, Horton, Cleven, McCullar & Stevens, 2012, p. 132), it will not be able to coordinate the work of all its departments successfully, which will lead to an ultimate failure. Therefore, a more flexible model of leadership should be executed.
Cooperative Strategies and the Companies’ Objectives
Thunderbird and Laureate Education
Though the agreement concluded between Thunderbird and Laureate Education has only been touched upon briefly in the article by Hommel (2013), the author still has shed some light on the nature of the relationships between the companies, pointing at the fact that the two are going to base their relationships on equity (Hommel, 2013). The goals of the companies are, therefore, to reduce the risks and to enter the global market.
WSE and its has-been rival
The same can be said about the strategic alliance, which the Warsaw Stock Exchange is about to undertake (Stratford, 2014). Even though the alliance is only a project at present, it is obviously going to become a major step towards the company reconstruction and its further economic growth. In fact, Adam Maciejewski, the company’s CEO, specifies that expansion is the current objective of the organization, which the strategic alliance is supposed to facilitate: “We want to build a strong company so we can discuss potential moves.
We don’t want to be a ‘younger brother’ in such discussions” (Stratford, 2014). It should be noted, though, that the strategic alliance formed by the WSE and the company’s former rival, a Viennese company, is somewhat different from the one described above. In contrast to the previous alliance, this one is not only attempting at entering the global market, but also tries to analyze its assets and weaknesses, working on the latter and developing the former. Therefore, the given cooperation can be defined as a non-equity strategic alliance.
Hakassah Group Meets MGM
The last, but definitely not the least, the joint venture formed by the Hakassah Group and the MGM Studio (Kerr & Blitz, 2014) should be mentioned. This project is obviously different from the two types of cooperation mentioned above. In contrast to equity and non-equity strategic alliances, a joint venture is formed to create an entirely new enterprise. What MGM and The Hakassah Group have designed is clearly a new venture, and it is evidently being built by two independent, worldly renowned companies.
Andress, J., Bolin, M., Horton, D., Cleven, C., McCullar, M. & Stevens, H. (2012).Ford Motor Company: Staying “Ford tough!” Strategic management cases: Competitiveness and globalization (pp. 127–151). Stanford, CT: Cengage Learning.
Hommel, U. (2013). Moocs herald the disruption to come. Financial Times. Web.
Kerr, S. & Blitz, D. (2014). Jumeirah to manage luxury hotel complex in Mauritius. Financial Times. Web.
Stratford, P. (2014). Warsaw Stock Exchange eyes investments with other bourses. Financial Times. Web.