
Its life is unproven, and unprovable in the short time GM has allotted. To deliver tens of thousands of vehicles in 2010, Anderman said, "they should have had hundreds of them already driving around for two or three years. Hundreds. Not everybody can say it publicly, but everybody in the high-volume industry is saying, 'What are they thinking about?'" An executive with a GM competitor, after making some of the same points, offered forthrightness in exchange for anonymity: "They're making a huge mistake."
GM, he tells me, is taking an industrial organization designed to grind out incremental improvements and repurposing it for a technological leap. "I spend 20 percent of my time being a psychologist and counselor," he says. "I tell people, 'Yes, there's a lot of risk. And, yes, that's OK.'
"It's not a program for the faint of heart."
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