The words “Ford” and “turnaround” are today most likely to be used in the same sentence as “Alan” and “Mulally”, the ex-Boeing chief recruited by Ford chairman Bill Ford who has transformed the fortunes of the company in recent years and helped it avoid a government bail-out. But tributes are being made this week to another top Ford man who help revive the troubled automaker in the 1980s – former chairman and CEO Harold ‘Red’ Poling.
In just one of many reports following Poling’s death in California at the weekend, at the age of 86, the Detroit News noted he was the man who launched the Taurus, Ford’s mid-80s smash hit, and the Escort – a different car from the European model of the same name.
Go deeper with GlobalData
“Poling helped right Ford’s financial ship and championed quality improvements — helping to launch the Fiesta in Europe and the Escort and Taurus in the US,” the Detroit paper said.
He was named Ford CEO at age 64 in 1990, 40 years after joining the company as a financial analyst. He retired in 1993 after a 43-year career with the automaker.
“He is the American dream,” his daughter, Kathryn, told the Detroit News. “He really loved Ford.”
In a statement attributed to Bill Ford, the automaker said: “Red Poling was an extraordinary leader who had a profound impact on Ford Motor Company and everyone who worked with him. With a list of accomplishments that span 43 years, including leading the company through a remarkable turnaround during the 1980s and 1990s, Red was respected by all for his leadership, his passion for being the low-cost producer and his genuine affinity for people. Our thoughts and prayers go out to his family.”
How well do you really know your competitors?
Access the most comprehensive Company Profiles on the market, powered by GlobalData. Save hours of research. Gain competitive edge.
Thank you!
Your download email will arrive shortly
Not ready to buy yet? Download a free sample
We are confident about the unique quality of our Company Profiles. However, we want you to make the most beneficial decision for your business, so we offer a free sample that you can download by submitting the below form
By GlobalDataWhen Poling took over Ford’s North American operations in 1980, the company had lost US$2bn, the Detroit News noted.
To trim costs, he closed eight plants, eliminated tens of thousands of jobs and reduced the product lineup, returning Ford to profitability in 1983.
Ford then sold many V8 cars and the Escort still hadn’t been approved for the US. Earlier than most American car executives, Poling studied Japanese practices, such as just-in-time parts delivery.
“I took some very harsh actions back then,” he told the Detroit News in 1993. “Ford was losing large sums of money, and there were no road maps for turning a company around. So it was all up to me.”
Poling focused on quality. Ford was counting on the new Escort to shore up slow sales in the 1980s but the boss delayed the introduction of an automatic transmission for the car until quality problems were solved.
He championed the $3bn Taurus programme and lobbied for a front-wheel drive version. He ultimately delayed introduction of the car by nine months because of quality issues.
“We bet the company,” he said. “It was a tremendous gamble, but it paid off handsomely.”
By the time he left in 1993, Ford had five of the top 10 best-selling vehicles in the US.
Former auto executive Bob Lutz, who worked with Poling at Ford, called him “a remarkable personality. I lived the best of times and the worst of times under him, but always came out smarter than before. A great leader.”
David Cole, chairman emeritus of the Center for Automotive Research, said Poling was a key executive in Ford’s turnaround.
“He was soft-spoken, but tough. He knew how to get things done,” Cole said. “He was one (of) the people who helped shape what Ford has become today.”
Poling was named vice president of finance for Ford of Europe in 1972 and helped oversee the construction of the US$1bn assembly plant in Valencia, Spain to produce the Fiesta, launched in 1976.
Year to date, it’s currently Europe’s second most popular car.
As chairman of Ford’s European operations, Poling transformed a money-loser into an operation that earned more than US$1bn a year, the Detroit News said.
In the early 1990s, Poling and Ford backed a 25 cents a gallon rise in the petrol tax over three to five years to spur sales of fuel-efficient cars and urged a ‘get-tough’ stance with Japan on trade issues.
He was also a director of Shell Oil and Meritor Automotive, as well as several other non-auto companies.
