????6. 賣出捷豹和路虎是個錯誤

????穆拉利在上任的早期將捷豹（Jaguar）和路虎（Land Rover）兩大品牌以23億美元的價格賣給了印度塔塔汽車（Tata Motors），以便集中精力發展福特品牌的轎車與皮卡。雖然他一直沒忘了替自己的舉措辯護，但福特的股東一直為這個決定感到懊悔。塔塔集團在為這兩個品牌投資了新車型后，早已收回了這23億美元的好幾倍，而福特則喪失了兩個給產品征收高溢價的機會。捷豹和路虎在當時看起來可能是雞肋，但是它們顯然有很多的遺產和口碑沒有得到發掘。

????7. 福特自身的文化問題

????通用汽車（GM）最近因為“點火門”遲來的召回而成為眾矢之的。但是福特已經兩次被抓到在五六種車型的燃油經濟性標簽上做手腳，它們比實際情況夸大了每加侖7英里。所有涉事車型不是小型車就是混合動力車型，對消費者的吸引力主要就在于油耗。雖然福特公開道了歉，同時表示將補償已購車的車主，但是現在福特公司還沒有任何一人公開站出來承擔責任。

????8. 福特費用不菲

????在福特工作使穆拉利變成了一個非常富有的人。穆拉利2013年賺了2320萬美金，這對于增長緩慢的汽車業來說是個大數目。另外，他還持有他約1億美元的福特股票。此外，福特還承擔了他93,275美元的住房開支和生活成本（穆拉利住在一座由公司持有的房子里），以及使用私人飛機的232,153美元的費用。

????當前在福特公司拿第二高薪的不是菲爾茨，而是比爾?福特，比爾?福特同時也是底特律雄師隊的副總裁。他在2013年的全部薪水是11,955,820美元，比菲爾茨的1020萬美元還多了180萬美元左右。福特公司開出的薪水開包括140萬美元的補貼：其中275,639美元用于私人飛機的使用，此外還有令人瞠目結舌的912,151美元的安保費用。

????9. 時機就是一切

????說穆拉利趕上了好時候，倒也不算有損他的英名。穆拉利掌權福特的時機是雷曼兄弟（Lehman Brothers）破產的兩年之前，后來穆拉利頗有先見之明地募集到236億美元的資金以備不時之需，結果帶領福特成功地撐過了之后的全球大蕭條。隨著經濟的恢復，他又乘上了汽車業銷售復蘇的東風。

????他的這段經歷頗有些像通用電氣（General Electric）前董事長兼CEO杰克?韋爾奇。韋爾奇在80年代初的經濟危機中接掌通用電氣，然后在公司發展到頂峰時光榮退休。而韋爾奇的繼任者杰弗里?伊梅爾特則未能成功復制韋爾奇的表現。現在馬爾?菲爾茨接管的時機正是汽車銷量接近一個周期的頂端的時候。那么要真正給穆拉利對福特的功過下一個定論，最好還是等到經濟經過另一個低谷的時候。但是穆拉利用他的人格、風范和領導力給福德帶來的影響，已經足以讓他名垂汽車史。（財富中文網）

????譯者：樸成奎

????6. Selling Jaguar and Land Rover was a mistake

????Early in his tenure, Mulally sold Jaguar and Land Rover to Tata Motors for $2.3 billion so he could focus on Ford brand cars and trucks. Although he continues to defend the decision, Ford shareholders wish he hadn’t. After investing in new models, Tata has now recouped its purchase price several times over, while Ford has two fewer opportunities to command premium prices for its products. Jaguar and Land Rover may have been distractions at the time, but there was clearly unused leverage in their heritage and reputation.

????7. Ford has its own culture problems

????GM has been justly roasted for its belated recall of faulty ignition switch cars. But Ford has now been twice found guilty of inflating the window-sticker fuel economy ratings on a half dozen of its models by as much as seven miles per gallon. All of the cars involved were either small cars or hybrids whose appeal rests on their ability to achieve high mileage. Although Ford apologized and said it would compensate owners, no Ford employee has been publicly held responsible.

????8. Ford has turned on the money spigots

????Working at Ford has made Mulally a very wealthy man. He made $23.2 million in 2013–a big number for the slow-growth auto industry–and holds about $100 million in Ford stock. Ford also picked up his tab for $93,275 in housing and living expenses (Mulally lives in a company-owned house) and $232,153 for personal use of private aircraft.

????The second highest-paid executive at Ford these days isn’t Fields but Bill Ford, who also holds down a part-time job as vice chairman of the Detroit Lions, His total compensation in 2013 was $11,955,820, some $1.8 million more than Fields’ $10.2 million. Ford’s pay package included $1.4 million in perquisites: $275,639 for personal use of private aircraft and an eye-popping $912,151 for security.

????9. Timing is everything

????It takes nothing away from Mulally’s record to point out that he benefited from better-than-average timing. He took over two years before Lehman Brothers’ collapse and after presciently raising $23.6 billion for a rainy day fund, steered Ford through the deep global recession that followed. Then, as the economy recovered, he rode the revival of auto sales back up.

????It is a run similar to that of Jack Welch, who took over General Electric in the middle of the early 1980s recession and retired as the economy was peaking. Welch’s successor Jeffrey Immelt has had a difficult time duplicating that performance. Likewise, Mark Fields takes over when auto sales are near a cyclical peak. So it seems sensible to fully grade the Mulally record as CEO with an incomplete until the economy goes through another valley. The impact he made with his personality, style, and leadership, however can already be measured as historic.