General Motors: The American Lesson
France should draw inspiration from General Motors and the United States. First, once again, the country often described as the archetype of extreme chauvinist liberalism has just handed over the keys of a very large company to a woman. This comes after the advent of "Made in the USA" technology — which was converted to a feminized management style a long time ago at IBM, HP, Yahoo! and Xerox — after the appearance of numerous manufacturers of cosmetics, fashion and luxury items. It is a powerful industry giant that wants to prove that women's managerial talent can be utilized in every sector. The lesson deserves to be retained in a France that often couples the CAC 40 index with the stronger sex.
The other American lesson of the moment is not intended for boards of directors, but rather for our government and union activists. Six years after nationalization saved it, General Motors has once again become a leading company. The automobile champion could have disappeared, leaving a social and industrial disaster in its wake. The Obama administration proactively accepted risks in order to preserve something deemed essential. However, this rescue, which cost several billion taxpayer dollars, did not come easily. Employees accepted profound challenges regarding acquired benefits. Trade unions were forced to close down sites. The company itself eliminated several of its brands. The U.S. government became the agent for a disloyal form of competition, opposing other car manufacturers that could have demanded that GM be left to die. However, above all, the federal government has demonstrated a ruthless pragmatism.
The other American lesson of the moment is not intended for boards of directors, but rather for our government and union activists. Six years after nationalization saved it, General Motors has once again become a leading company. The automobile champion could have disappeared, leaving a social and industrial disaster in its wake. The Obama administration proactively accepted risks in order to preserve something deemed essential. However, this rescue, which cost several billion taxpayer dollars, did not come easily. Employees accepted profound challenges regarding acquired benefits. Trade unions were forced to close down sites. The company itself eliminated several of its brands. The U.S. government became the agent for a disloyal form of competition, opposing other car manufacturers that could have demanded that GM be left to die. However, above all, the federal government has demonstrated a ruthless pragmatism.
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