Whitacre, Ed: American Turnaround

Reinventing AT&T and GM and the Way We Do Business in the USA
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Ed Whitacre is credited with taking over the corporate reins at General Motors (GM) when the automotive manufacturer was on the brink of bankruptcy during 2009 and turned the company around in magnificent fashion. In this business memoir, the native Texan explores his unique management style, business acumen and patriotism.

It was President Obama who reached out to Ed Whitacre to come out of retirement and take over GM in 2009. A down-to-earth, no-nonsense Texas native with a distinctive Texas twang in his voice, Whitacre was reluctant to come out of retirement to work at GM.

But Whitacre is that rare CEO with great charisma and extraordinary management instincts. And when he got to Detroit, he started to whittle down the corporate bureaucracy right away - and got GM back on track in record time.

Before being pulled out of retirement to run GM by Obama, Ed Whitacre had spent his entire corporate career in the telecom business, where he ultimately ended up running AT&T.

ISBN: 978-1-61113-496-4
GTIN: 9781611134964

Über den Autor Whitacre, Ed

Ed Whitacre is the former chairman and CEO of two major American corporations: General Motors and AT&T. At GM he set a clear vision and mandate - "Design, Build and Sell the World's Best Vehicles" - that continues to this day. As the chief executive of AT&T, Whitacre applied a set of management principles and disciplined growth strategy that would turn the company, originally known as Southwestern Bell, into the largest telecom in the world.Ed Whitacre is the former chairman and CEO of two major American corporations: General Motors and AT&T. At GM he set a clear vision and mandate - "Design, Build and Sell the World's Best Vehicles" - that continues to this day. As the chief executive of AT&T, Whitacre applied a set of management principles and disciplined growth strategy that would turn the company, originally known as Southwestern Bell, into the largest telecom in the world.

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