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General Motors, at one time headed toward bankruptcy and rapidly losing share to Japanese imports, made a large investment in the early 1990s to build decision competency into the organization. This investment is partly responsible for some of the successes that GM has seen in the years since - successes in terms of market share, efficiency, and competitiveness.
In this Executive eBriefing, executives partly reponsible for the transformation of GM's decision-making culture will talk about their experience, what they learned in the process, which changes "stuck" and which never did, and what they would do differently if they had to do it over again.
Vince Barabba, recently retired as the general manager of Corporate Strategy and Knowledge Development at GM, was the initial organizational change agent who brought decision competency into GM, where he combined it with efforts to bring the "voice of the customer" into the organization. Vince's new book, Surviving Transformation: Lessons From GM's Surprising Turnaround, will be on bookshelves in August.
Nick Pudar leads GM Strategic Initiatives and is responsible for business strategic projects and new business development initiatives. He continues to lead the now well-established, 25-person decision support organization that Vince launched.
Vince and Nick are joined by Dan Roesch, the current director of GM Strategic Initiatives, as they recount the changes in the world's No. 1 maker of cars and trucks.
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