Rick Wagoner Quotes (94 Quotes)

We no longer take it for granted that we can't be the most productive manufacturer. That's the way it used to be in the 1950s and l960s. We need to get back to that, as one element of a strong position in this excess capacity world that we're going to be in.

We had a good hand and I think we overplayed it, ... We're not alone in that, by the way, and others are still playing that hand as they surpass us now in incentive programs.

As we sit here today, it's our best guess and well thought out analysis, ... If we've learned anything in the last five years, it's that there's no guarantees in this business or any other business.

Generally, cars were not built to sit on dealer lots. It encourages the wrong kind of behavior in the whole system.

I don't think having me do both the jobs, the corporate job and the North American job, is the right long-term answer. But I think while we're in the midst of the turnaround, the value of the shortened lines of communication speaks for itself. And so we're going to stick with it for a while longer.

If you look from 1992 to 1997, we've really reduced the number of car models from more than 100 to about 81. Our strategy is to have the right number of products. Segment the brands better. There's a lot of work being done on the distribution side of the business. And the data's showing that our new products are doing a very decent job in the market.

I own a huge number of shares of the company and have experienced the downside with our investors. I like it that way. That's the way it should be.

The issue obviously gets ample attention and discussion on the board and we are well informed,

We're going to take some time here, think in terms of 30 to 60 days, to step back and decide the next step in this journey, ... There's interest among others for various forms of transactions. So we'll have options. We just haven't decided yet what makes the most sense for GM. In 30 to 60 days we'll be ready to try again with something that we expect will work this time.

I'm like Sergeant Schultz, I know nothing. We are trying to share ideas around the world. We don't just come up with a great idea in Brazil and ignore it in the rest of the world.

Despite some speculation to the contrary, we at GM are still moving. In fact, we're taking some big steps to get moving fast in the right direction.

These results reinforce the need to step up our efforts to eliminate waste and lower costs, ... The industry continues to venture into new territory -- near-record demand mixed with unprecedented price pressures and intensely strong competition on all fronts.

Health care costs in this country are out of control, ... We would really like to see much more focus and leadership from elected officials, especially in Washington.

You can buy another product this is a free country. But if you do, you're paying more than you need to.

It's not an easy decision. We don't have many plants that aren't high quality and very productive.

It's clear that the U.S. market and economic conditions have become significantly more uncertain. Overall we remain very bullish on the prospects for the auto industry in the U.S. and globally but at this point we are viewing the U.S. economy and auto market environment with considerable caution.

Oklahoma City, (which makes the mid-sized SUV) is a very good plant but a classic example of ... just having too much capacity in that segment, ... That's why that plant in on the list today. We don't have any plants left that aren't very high quality and quite productive. I'm sure I'm not going to satisfy any plant as why they've been chosen to be on the list.

Stan O'Neal has been a great asset on the GM Board and to General Motors management over his 5 years of service as a director. We are grateful for his many positive contributions to General Motors and wish him the best.

This 'hand-in-glove' working relationship between GM Auto and GMAC provides ample benefits to our dealers and our stockholders, and is critical to our ability to compete in the marketplace,

When you're buying a car it's a very different thing. It's a massive financial commitment. You expect to own it for a long time, and (bankruptcy) is something that's going to have an impact in the consumer's mind.

We already have made some significant moves to improve our competitiveness in the long term. We need to do more - and we will.

In '02 we had another good year in improving productivity in salaried work force. What we're trying to do is make this a regular mind set around here, ... You can't have an ounce of fat these days and meet the pricing and the investments and the profitability targets we're shooting for.

While our 'pay-for-performance' executive compensation system is already structured to significantly reduce total compensation when our business performance and stock price are underperforming, we all agreed that this is the right step to take at this time.

The recent discovery of prior-year accounting errors has been extremely disappointing and embarrassing to all of us. Credibility is paramount, for GM as a company and for me personally.

In his current assignment, Mike has led the team that has helped GM gain back market share in California. He's built strong relationships with dealers and employees in creating marketing initiatives, all of which should prove especially useful as we focus on additional key markets where we need to improve GM's performance.

In order to improve financial results in 2006 and 2007, we are moving quickly to implement several important actions that will address these weaknesses in North America. And we have a good line of sight on the steps we need to take to further reduce structural costs on a global basis that will position GM for long-term success.

I want to be clear I'm not saying we expect the government to pick these expenses up. I think they've made it very clear they don't intend to do that, at least the current administration.

There was an almost an 80 decline one year from 640,000 vehicles to 200,000, and now it's grown back. Our share has grown a lot.

If I look at our priority list on the things we need to do to get cost-competitive, wage rates are nowhere near the top for us. We have a far greater burden in legacy costs, in flexibility of using our work force, in jobs banks than we do in wage rates.

I have given no thought to anything but turning the business around, ... I wasn't brought up to run and hide when things get tough.

These negotiations were done in a positive, cooperative, problem-solving spirit, ... While it may have taken some time to reach this cooperative solution, I think it was time well-spent.

The good news is, we know what we need to do to be successful in the business. What we need to do is get products that people are excited about and price them the right way, supported by the right kind of cost structure, and I think in that sense it's moving pretty good.

This is a very big step forward that we will build on, ... the single biggest cost reduction that we've probably been able to announce in a single day in the history of G.M.

This is a game that's going to play as long as you're playing it. It's never going to end. It'll go until I retire, and when the next person has the job, they'll be on it too.

There's been a consistency of approach and a consistency of execution. Moving to a common system and common metrics has really helped us.

It's one factor that's important in our overall cost competitiveness. I can't tell you it's the only or the primary thing for us,

This agreement is another important milestone in the turnaround of General Motors.

We are viewing the U.S. economic and auto market environment with considerable caution, ... That, combined with our poor business results in the first three quarters this year, really highlight that we are at a critical juncture in our company's history. And so we are accelerating the pace and scope of our turnaround actions.

We disagree with Delphis approach, but we anticipated that this step might be taken. GM expects Delphi to honor its public commitments to avoid any disruption to GM operations.

I'm not sure I'm going to make a lot of progress by scorekeeping everybody's sacrifice.

A lot of other things come along with Chapter 11, which basically end up in a lot of pain.

On Friday I was in Washington for a meeting with Administration officials. In the course of that meeting, they requested that I 'step aside' as CEO of GM, and so I have.

Today we are announcing a significant update on our plan to address our health-care burden, which is the cornerstone of our efforts to reduce structural costs by a 5 billion (US) run rate by the end next year.

Given the challenges we face in North America, it makes sense for me to assume control of GM North America's day-to-day operations and shorten the lines of communication and decision-making,

Any time GM and UAW has something going on, we're all curious about how that may affect us,

We hope it eases up, but I can't obviously tell you've we've seen a lot of evidence of that,

Really, a lot of our share loss this year is a strategy to -- and I think it's the right thing to do -- lessen the daily rental fleet,

I've actually been saying I don't think anybody makes any money on hybrids, but that's not an accurate statement. Our bus hybrids can make money sometimes.

I was incredibly impressed with his (Lutz's) continuing passion and enthusiasm for cars and trucks and the auto industry in general,

History shows you don't know what the future brings.