Other interesting observations include the GM relationship with Toyota (a kind of mutual admiration society, it turns out). Mr. Lutz’s comments on Toyota’s goals with the NUUMI association, where various models including the Vibe/Matrix were jointly produced are the stuff of stand-up comedy.
Also, his promotion of the idea that GM should acquire Chrysler after Daimler pulled out of the Daimler-Chrysler initiative was surprising to me. Then again, Mr. Lutz knew Chrysler from the inside and apparently made a convincing (although not convincing enough) argument for the plan.
His opinions concerning automotive journalists are no-holds-barred. In his view they are a necessary evil, and although he’s well-aware of the power of the press, he feels journalists are biased against domestic makers no matter how good a vehicle they produce. He points to differing quality reports between the Toyota Matrix and Pontiac Vibe, and Toyota Corolla and Chevrolet Prizm (in the U.S.) as evidence, even though the cars were built on the same lines with the same components in the same factories. “What’s going on, here?” he asks.
Mr. Lutz has had a hand in the conception and production of many important vehicles during his career, including the Ford Explorer, Dodge Viper, Pontiac Solstice/Saturn Sky, Chevrolet Camaro, Equinox and Malibu, Buick LaCrosse and Chevrolet Volt, and he seemed to be the right man for the job at GM.
But the main thesis of this book is that people who really know and like cars were typically not the people running the show at GM. Where there once was a passion for design and product that consumers could relate to, this was over time replaced by a commoditization of the car that sucked the personality, quality and desirability from everything GM built.
Additionally, a rigid and dysfunctional organization structure and culture ate away at the company’s prominence over time, like a slow rot eventually takes down even the most elegant mansion. Certainly massive change was required and ultimately achieved. But before the bankruptcy, GM Chairman Rick Wagoner was trying to right the ship, and bringing Lutz out of retirement was an attempt to meaningfully shake things up. Apparently his work was appreciated as Mr. Lutz was asked to stay on at GM after the reorganization. The big broom that swept away many of the old guard evidently didn’t include him.
But this perhaps is Mr. Lutz’s unusual ability: able to work with an institutional environment – understanding its hierarchy, protocols, traditions and procedures — while simultaneously reaching across boundaries in order to effect productive change: a guy who could indeed shake things up, but without necessarily blowing it up.
Car Guys vs Bean Counters moves along at a fast pace, and is a must-read for anyone interested in the U.S. auto industry and the operation of large corporations in general. Mr Lutz’s opinions and positions won’t please everyone, but there’s no doubt he’s one of the more interesting personalities in recent automotive history.
Car Guys vs Bean Counters, by Bob Lutz
Publisher: Portfolio Books, 2011
Price: $22.95 (hardcover)
