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It's Official: Ford Names Mark Fields Its Next CEO

Alan Mulally, the man who transformed Ford Motor Co. from a dysfunctional money-loser to a thriving company, will retire July 1 and be replaced by Mark Fields, the current chief operating officer. During his eight-year tenure at Ford, Mulally gambled all of the company's assets on a credit line that kept Ford out of bankruptcy, then used a simple "One Ford" plan to change the company's culture. He was hired away from aircraft maker Boeing Co. in 2006 by Bill Ford, who at the time was running the company. Fields, 53, has been in charge of Ford's daily operations since December of 2012 and was widely expected to one day ascend to the top job. The change in leadership is taking place about six months ahead of schedule, but Ford said that was based on Mulally's recommendation that the new leaders were ready. "Alan and I feel strongly that Mark and the entire leadership team are absolutely ready to lead Ford forward, and now is the time to begin the transition," Bill Ford said in a statement Thursday morning. Bill Ford, the company's executive chairman, is the great-grandson of company founder Henry Ford. Mulally, 68, was trained as an aeronautical engineer. He spent 36 years at Boeing - and was president of the company's commercial airplane division - when Bill Ford lured him to the struggling automaker eight years ago. Mulally overcame skepticism about being an outsider in the insular ranks of Detroit car guys by quickly pinpointing the reasons why Ford was losing billions each year. Mulally put a stop to the infighting that had paralyzed the company and instituted weekly management meetings where executives faced new levels of accountability and were encouraged to work together to solve problems. It took two years for Mulally to turn the company around, but since 2009, Ford has posted pretax profits of $34.5 billion and its shares have more than doubled. Fields was one of the executives passed over when Mulally got the top job in 2006. When he was named COO in 2012, Bill Ford said Fields' decision to stay at Ford and learn from Mulally showed a lot of fortitude and has made Fields a better leader. "There was a lot of speculation about whether he was capable. To his great credit, he stuck to it, he learned from it and showed tremendous fortitude in grinding through an incredibly difficult process," Bill Ford said. This marks the second change in leadership at the top of one of the Detroit automakers this year.

Recharge Wrap-up: California breaks ground on high-speed rail, Ford launches global mobility experiments

California has celebrated the groundbreaking of the country's first high-speed rail system. The ceremony took place in Fresno, in the San Joaquin Valley, situated along the line's initial route through California's Central Valley. The train will travel at speeds of up to 220 miles per hour, delivering passengers from San Francisco to LA in less than three hours when finished by 2029. California eventually plans to extend high-speed rail service north to Sacramento and south to San Diego, with a total of 24 stations. The project is expected to cost a total of $68 billion, but could potentially ease road and air traffic, as well as the pollution that comes with it. See the groundbreaking ceremony in the video below, and read more at Engadget or the California High-Speed Rail Authority website. Elon Musk (barely) commented on the Tesla Model 3 during his Reddit AMA. A commenter asked for any new information on the upcoming electric sedan, to which Musk merely replied, "It won't look like other cars." Unfortunately for Tesla fans, the lone comment was the only reference to the electric automaker Musk leads as CEO. The event was full of some really cool space talk, though. Musk also noted he gets an average of six hours of sleep per night, and that showering is the daily habit that impacts his life the most positively. Read the entire AMA at Reddit. Ford outlined its Smart Mobility Plan at the 2015 Consumer Electronics Show in Las Vegas. It includes 25 global mobility experiments designed to provide insights into the future of transportation needs around the world. "We see a world where vehicles talk to one another, drivers and vehicles communicate with the city infrastructure to relieve congestion, and people routinely share vehicles or multiple forms of transportation for their daily commute," says Ford President and CEO Mark Fields. The mobility experiments include carsharing programs in Michigan, London, Germany and India, a fast-charging infrastructure experiment, a shuttle service in New York and London and even a cycling focused data program in Palo Alto. Read more at Ford's website. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. "Our priority is not in making marketing claims or being in a race for the first autonomous car on the road," Fields said. "Our priority is in making the first Ford autonomous vehicle accessible to the masses and truly enhancing customers' lives.

Why the Detroit Three should merge their engine operations

GM and FCA should consider a smaller merger that could still save them billions of dollars, and maybe lure Ford into the deal. Fiat-Chrysler CEO Sergio Marchionne would love to see his company merge with General Motors. But GM's board of directors essentially told him to go pound sand. So now what? The boardroom battle started when Mr. Marchionne published a study called Confessions of a Capital Junkie. In it, Sergio detailed the amount of capital the auto industry wastes every year with duplicate investments. And he documented how other industries provide superior returns. He's right, of course. Other industries earn much better returns on their invested capital. And there's a danger that one day the investors will turn their backs on the auto industry and look to other business sectors where they can make more money. But even with powerful arguments Marchionne couldn't convince GM to take over FCA. And while that fight may now be over, GM and FCA should consider a smaller merger that could still save them billions of dollars, and maybe lure Ford into the deal. No doubt this suggestion will send purists into convulsions, but so be it. The Detroit Three should seriously consider merging their powertrain operations, even though that's a sacrilege in an industry that still considers the engine the "heart" of the car. These automakers have built up considerable brand equity in some of their engines. But the vast majority of American car buyers could not tell you what kind of engine they have under the hood. More importantly, most car buyers really don't care what kind of engine or transmission they have as long as it's reliable, durable, and efficient. Combining that production would give the Detroit Three the kind of scale that no one else could match. There are exceptions, of course. Hardcore enthusiasts care deeply about the powertrains in their cars. So do most diesel, plug-in, and hybrid owners. But all of them account for maybe 15 percent of the car-buying public. So that means about 85 percent of car buyers don't care where their engine and transmission came from, just as they don't know or care who supplied the steel, who made the headlamps, or who delivered the seats on a just-in-time basis. It's immaterial to them. And that presents the automakers with an opportunity to achieve a staggering level of manufacturing scale. In the NAFTA market alone, GM, Ford, and FCA will build nearly nine million engines and nine million transmissions this year.