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.

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

For all the progress, we recognize we're very far from the finish line.

Nobody's irreplaceable, including me. I think for too long we've had a cult of personality in this company and in this industry, and frankly, I'd like to see that diminish.

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.

Creating a strong business and building a better world are not conflicting goals - they are both essential ingredients for long-term success

I walked in and inherited a management group that I didn't know very well. They didn't know me, and we had a very short window to put together a credible recovery plan.