????通用汽車公司（General Motors）CEO是丹?阿克森進入汽車行業后的第一份工作。阿克森曾是一名電信業高管，任職的公司包括移動電信運營商Nextel、美國電信運營商XO Communications和通用儀器公司（General Instrument），后加盟位于華盛頓特區的大型私募基金凱雷集團（Carlyle Group）。而在2009年，他的職業生涯發生了出人意料的變化。當年，美國政府對通用汽車進行救助，邀請阿克森加盟公司董事會。2010年，時任通用汽車CEO埃德?惠特克突然宣布辭職，阿克森臨危受命，成為公司CEO，他的職業生涯再次發生轉變。近日現年63歲的阿克森接受了《財富》雜志（Fortune）杰奧夫?科爾文的采訪，講述了他如何使用一加侖汽油駕駛雪佛蘭伏特（Chevy Volt）行駛3,000英里的經歷，如何使通用更加注重以消費者為中心的做法，他的職場心得以及其他內容。以下為采訪摘錄：

????問：今年第一季度，日本豐田汽車（Toyota）超過通用汽車，成為全球最大的汽車制造商。這件事的影響究竟有多大？

????答：我更希望通用汽車具有最強勁的盈利能力，能產生最多的利潤。說實話，提升汽車產能并不是什么難事。但過度生產卻不會產生利潤。我們不希望那樣做。所以，我們會對豐田表示敬意，我認為他們確實是一家偉大的公司，但我認為我們也非常優秀。通用汽車的復興，核心在于優秀的產品，我們目前的產品結構才是取得成功的最為重要的條件。

????金融危機期間，由于缺乏資金，產品線的開發也受到了影響。通用汽車公司的研發工作需要多長時間才能重回正軌？

????值得慶幸的是，去年油價暴漲時，我們推出的產品都是真正的節能型汽車。今年四月，通用汽車生產和銷售了10萬輛每加侖汽油平均行駛里程超過30英里的汽車，是美國第一家取得這一成績的汽車制造商。這也反映了我們產品組合的轉變趨勢。我們推出了伏特、科魯茲（Cruze），今年又推出了雪佛蘭Sonic。我們再回到你最初的問題，未來三年內，公司70%的產品將更新換代。

????Dan Akerson's first job in the auto industry is his current one, CEO of General Motors (GM). A telecom executive who had run Nextel, XO Communications, and General Instrument, he had joined Carlyle Group, the giant private equity firm based in Washington, D.C. His career took an unexpected turn when the federal government bailed out GM in 2009 and asked him to join the board -- then swerved again in 2010 when CEO Ed Whitacre decided on short notice to step down. Akerson, now 63, got the job. He talked recently with Fortune's Geoff Colvin about how he's driven 3,000 miles on one gallon of gas in his Chevy Volt, making GM more customer-centric, career lessons, and much else. Edited excerpts:

????Q: Toyota passed GM in the first quarter to become the world's largest carmaker. How much does that matter?

????A: I'd rather be the most profitable in terms of margins. To produce the most cars -- quite frankly, that'd be pretty easy. Overproduce and no margin. That's not the game we're trying to play. So hats off to them. I think they're a great company, and I think we're doing fine. The resurrection of General Motors has been centered on great products, and the product lineup we have is what's really important to our success.

????Development of the product line took a hit during the crisis, when money was scarce. How long does it take to get back on track?

????By good fortune our products that came out last year when oil spiked were all real fuel-efficient models. In the month of April we were the first car manufacturer in the U.S. ever to produce and sell 100,000 cars whose average mileage exceeded 30 miles per gallon. That's representative of how our portfolio has shifted. We came out with the Volt, the Cruze, and we've come out with the Sonic this year. But to your original question, over the next three years, 70% of our portfolio will be turned over and in its first run.

????目前，汽車行業的大趨勢是整合，最終形成幾家龐大的全球性公司。您認為，在這樣的大背景下，要想取得成果，最大的挑戰是什么？

????一家公司必須要有長遠的眼光。15或16個月以前，通用汽車首次公開募股時，有一件事讓許多人都感到吃驚：通用汽車竟然在金磚四國（巴西、俄羅斯、印度和中國）占有如此強有力的市場地位。在全球最大的兩個市場——中國和美國，我們的市場份額都名列前茅。我想，這預示著，通用汽車的未來一片光明。

????The big picture is that the auto industry is consolidating into a few very large global players. What are the biggest challenges to succeeding in that environment?

????You've got to play for the long haul. One of the things that was surprising to a lot of people when we were on our IPO trip 15 or 16 months ago was that we have good, strong market positions in the BRICs [Brazil, Russia, India, and China]. In the two biggest markets in the world, China and the U.S., we're the leading market-share holder. I think that portends good things for General Motors.