Subject category:
Strategy and General Management
Published by:
IBS Research Center
Length: 9 pages
Data source: Published sources
Topics:
Chrysler; American auto industry; Cerberus Capital Management, LP; Private equity firms; Turnaround; Takeover; UAW (United Auto Workers Union); International expansion; Robert (Bob) Nardelli; Thomas (Tom) LaSorda; Leadership change; General Electric (GE); The Home Depot Incorporated; Leadership styles; Autocratic leadership
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Abstract
This is the second of a two case-series. One of the leading private equity firms, Cerberus Capital Management, LP acquired American auto icon Chrysler, amidst its turnaround efforts. Cerberus agreed to keep Chrysler's management intact, but surprisingly, replaced the Chairman and Chief Executive Officer (CEO), Thomas LaSorda with Robert Nardelli in August 2007. Cerberus' logic behind hiring Bob Nardelli, a former General Electric high ranking executive and former CEO of The Home Depot Incorporated, was that he could bring a fresh perspective to privately held Chrysler with his result-driven, aggressive leadership and proven track record of successful turnarounds. However, Bob Nardelli's functioning at The Home Depot had been criticised despite achieving an increase in sales. Nardelli had to leave The Home Depot in the wake of sliding stock prices, anger over his hefty pay and problems with employees and shareholders. Bob Nardelli's controversial background, lack of experience in the automobile business and manage-through-fear style could make or break the already troubled Chrysler.
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Abstract
This is the second of a two case-series. One of the leading private equity firms, Cerberus Capital Management, LP acquired American auto icon Chrysler, amidst its turnaround efforts. Cerberus agreed to keep Chrysler's management intact, but surprisingly, replaced the Chairman and Chief Executive Officer (CEO), Thomas LaSorda with Robert Nardelli in August 2007. Cerberus' logic behind hiring Bob Nardelli, a former General Electric high ranking executive and former CEO of The Home Depot Incorporated, was that he could bring a fresh perspective to privately held Chrysler with his result-driven, aggressive leadership and proven track record of successful turnarounds. However, Bob Nardelli's functioning at The Home Depot had been criticised despite achieving an increase in sales. Nardelli had to leave The Home Depot in the wake of sliding stock prices, anger over his hefty pay and problems with employees and shareholders. Bob Nardelli's controversial background, lack of experience in the automobile business and manage-through-fear style could make or break the already troubled Chrysler.