I don't know anything about cars. A business is a business, and I think I can learn about cars. I'm not that old, and I think the business principles are the same.

When I went into GM there was a lack of morale. The company had gone bankrupt and the people who worked there were embarrassed. Underneath all of, though, there was a will to show what they were capable of, but nobody knew exactly what to do.

I've been accused many times of not talking very much, but I guess I don't believe in talking things to death. You can talk too much on most anything and it stops being productive. There is a time for action. Eventually you have to pull the trigger.

When I got to GM they were using a matrix method of management which means everybody has more than one boss. I first heard about that system many years ago. It's supposed to help with collaboration, but my assessment is that it's pretty hard to get geared for action that way.

No partnership between two independent companies, no matter how well run, can match the speed, effectiveness, responsiveness and efficiency of a solely owned company.

My goal in coming to General Motors was to help restore profitability, build a strong market position and position this iconic company for success. We are clearly on that path.

I am honored to be able to serve GM at this critical juncture and take part in its reinvention.