One of the things I've had the advantage of, growing up and being close to the top management of this company and other companies for most of my life, is seeing how CEOs start to believe in their own infallibility. And that really scares me.

When I joined Ford, in the late 1970s, I felt strongly we could not forever be a huge user of natural resources without there being consequences. But I was alone in my thinking in those days.

I think I was the first executive to ever speak at a Greenpeace business conference, in London in 2001. That didn't play well here at Ford, but I thought it was an important signal to send internally, that these were the kind of issues we needed to be grappling with.

As long as gas is cheaper than bottled water, we can't be in a position of dictating to the consumer what to buy.

One of the things I've had the advantage of, growing up and being close to the top management of this company and other companies for most of my life, is seeing how CEOs start to believe in their own infallibility. And that really scares me.

All things being equal, I think people would still prefer to do business with their hometown companies. That's true in America, that's true in China, that's true in Germany.

It's amazing how much data is out there. The question is how do we put it in a form that's usable?