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My Years with General Motors
PDF Download My Years with General Motors
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About the Author
Alfred P. Sloan Jr. (1875–1966) was an innovative leader of General Motors during the early twentieth century and served as the company's CEO and president. He oversaw such automotive advancements as four-wheel brakes and ethyl gasoline. In 1963 he wrote My Years with General Motors, a memoir about his experience at the helm of automotive company.
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Product details
Paperback: 496 pages
Publisher: Crown Business; Reissue edition (October 1, 1990)
Language: English
ISBN-10: 0385042353
ISBN-13: 978-0385042352
Product Dimensions:
6.2 x 1 x 9.2 inches
Shipping Weight: 1.6 pounds (View shipping rates and policies)
Average Customer Review:
4.1 out of 5 stars
78 customer reviews
Amazon Best Sellers Rank:
#200,837 in Books (See Top 100 in Books)
Yes, it's little dry as others have commented, but after all this is not supposed to be a 007 spy thriller. From a business and management perspective this is a fascinating look behind the scenes at a huge corporation producing an expensive and very complex product. while under intense competitive pressure that mandates a makeover of the entire product line every year.The book starts with a history of the automobile that as a car buff I found very interesting. It describes the development of automotive technology that we now take for granted - independent suspension, automatic transmissions, power accessories, etc. If you are interested in business, management, or just cars you will enjoy this book. It's not necessary to read every word or page - the parts that I found boring I skimmed over. It's not like you'll miss important plot elements. There's plenty of material that is interesting.
This is a true business classic. In this book Alfred Sloan shares his years of wisdom - while heading General Motors - in a variety of areas including planning, strategy, finance, leadership, innovation and management. Alfred was a true pioneer of his time in building the discipline of management and his approach is just as applicable now as it was in the early 1900s.Below are key lessons in the form of excerpts that I found particularly insightful from this must read classic.1- "I feel that a proper balance can and must necessarily be established in the course of time between the activities of any particular Operation and that of all our Operations together and as I see the picture at the moment no better way or even as good a way has yet been advanced as to ask those members of each organization who have the same functional relationship to get together and decide for themselves what should be done where coordination is necessary, giving such a group the power to deal with the problem where it is felt that the power can be constructively applied. I believe that such a plan properly developed gives the necessary balance between each Operation and the Corporation itself and will result in all the advantages of co-ordinated action where such action is of benefit in a broader way without in any sense limiting the initiative of independence of action of any component part of the group."2- "I am not going to say that rate of return is a magic want for every occasion in business. There are times when you have to spend money just to stay in business, regardless of the visible rate of return...Nevertheless, no other financial principle with which I am acquainted serves better than rate of return as an objective aid to business judgment."3- "The growth in the capital employed in General Motors reflects the progress of the corporation. In an economy based on competition, we have operated as rational businessmen, a fact I have tried to demonstrate with close description of the development of our approach to management. The result has been an efficient enterprise. It should be noted that a rising successful economy like that of the United States is not only an opportunity, it is also very demanding on those whose ambition is to excel in it. "4- "I believe that the franchise system (dealerships), which has long prevailed in the automobile industry, is the best one for manufacturers, dealers, and consumers."5- "The potential rewards of the Bonus Plan to ego satisfaction generate a tremendous driving force within the Corporation...To the recipient it is also an evaluation of his personal contribution to the success of the business. It is a means of conveying to the executive a form of recognition which he prizes independently of his monetary compensation."6- "It has been a thesis of this book that good management rests on a reconciliation of centralization and decentralization, or "decentralization with coordinated control." Each of the conflicting elements brought together in this concept has its unique results in the operation of a business. From decentralization we get initiative, responsibility, development of personnel, decisions close to the facts, flexibility - in short, all the qualities necessary for an organization to adapt to new conditions. From coordination we get efficiencies and economies It must be apparent that c-oordinated decentralization is not an easy concept to apply."7- "...To meet the challenge of the market place, we must recognize changes in customer needs and desires far enough ahead to have the right products in the rights places at the right time and in the right quantity. We must balance trends in preference against the many compromises that are necessary volume. We must design, not just the cars we would like to build, but more importantly, the cars that our customers want to buy."8- "I also hope I have not left an impression that the organization runs itself automatically. An organization does not make decisions; its function is to provide a framework, based upon established criteria, within which decisions can be fashioned in an orderly manner. Individuals make decisions and take the responsibility for them."
This is a very interesting book that should appeal to three kinds of people. First, it should appeal to people interested in the history of the automobile industry. Sloan was there in the middle of it all as the industry moved from being an emergent one to a mature one. It was really interesting to see how people used to view the car back in those days. Second, students of organizational theory need to read this book. The author describes how the challenges that they met drove them to change and in many instances he described the change in detail. From the problem of centralization, to the problems of financial and inventory control, this book contains it all. There are many ideas which might seem as obvious, but Sloan shows us that what is taken for granted today was not acceptable when it was first introduced. The most basic example is the use of statistics to forecast future sales. Third, the book should be read by those who are interested in how to manage. Sloan was a very successful manager. He did not inherit a properly functioning company and simply reap what others have sown. He tells us how he had to communicate with staff from all the different positions trying to sell his, or someone else's, idea. He also talks about the many compromises which are part of doing business. It is important to note that this book is not a smooth read. There is a lot of information here and you cant just sit and go through fifty pages like you do when reading a novel. However, that does not make it a bad read. Its just one of those books that you have to digest slowly.
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