One of the main reasons for his success has been the fact that Mulally was not intimidated by the necessary decision to divest large assets despite possible concerns that doing so demonstrated weakness of fear on the part of the organization. Mulally recognized that the current challenges facing the organization required consolidation and solidarity of Ford brand names instead of diversity (Hochleutner, 2011), which conflicts with traditional business management theory in many situations (Hill & McShane, 2007). The strategic vision that Mulally demonstrated in that respect is a fundamental component of effective organizational leadership (Hill & McShane, 2007). Under Mulally's leadership, Ford has also embraced technological innovation (Hochleutner, 2011) and in the broadest sense that extends beyond merely innovation of its product line. In that regard, Mulally recognized the importance of the newest forms of social media, especially with the youngest segment of its market. Instead of relying on traditional marketing and advertising methods, Mulally implemented socially interactive media that allowed the company to benefit from two-way communications exchanges with customers...

In the face of increasingly unstable oil prices and competition from abroad (especially in Japan), Ford's future success likely depends on following the strategic approach implemented by Mulally.
References

Hill, C.W.L. And McShane, S.L. (2007). Principles of Management. New York:

McGraw-Hill/Irwin.

Hochleutner, M. "Ford CEO, Alan Mulally, on remarkable turnaround: It took leadership, courage, and service to something great." (February 9, 2011). Retrieved March 4,

2011 from the Stanford University Center for Leadership Development and Research (CDLR), from:

http://www.stanford.edu/group/leadership/cgi-bin/blog/2011/02/09/ford-ceo-alan-mulally-on-remarkable-turnaround-it-took-leadership-courage-and-service-to-something-great/.