When Alan Mulally became Ford’s chief executive in 2006, the company was losing billions. He held a weekly Business Plan Review where each executive reported the status of his area by color. At first every status in every meeting was green.
Then Mark Fields showed red. He had stopped production of the Edge over a problem with the tailgate. “When I showed that first red, there was a lot of tension in the room,” Fields said. “Then Alan clapped.” Mulally said: “Great visibility, Mark. Is there anything we can do to help you?”