Explains the background of General Motors' strategy, business structure, and management processes from the founding to the current day. Concentrates on the function of GM's management committee--the senior-decision-making body at the organization, now known as the Automotive Strategy Board (ASB)--and just how it works under Ron Wagoner, its current CEO. In October 2004, Wagoner and also the ASB are wrestling with recent alterations in GM's planning and budgeting processes and just how they'll modify the balance among global and native requiress.
How have GM’s external environment, strategy, structure and decision making processes evolved over time? How well aligned were they in each of the 3 major eras?
What are the challenges of managing a matrix organization like GM’s basket weave? How has GM chosen to address these challenges?
What is your assessment of the ASB’s decision making dynamics? What (if any) changes would you recommend?