I get impatient too but I also don’t walk on water.

We had a good plan at the end of 2001, … We executed it. We achieved everything that was in it and then some. But it wasn’t good enough. … So guess what? Now we...

We will be aggressive. We will address costs. We will address our footprint as a business. We will address capacity.

I think we’ll see some degree of moderation, but I don’t see any backing off to a large degree.

It is a supply issue, and it’s supply of several technologies, … The Japanese have shown a little bit of a predatory approach.

We hoped to achieve our goals through attrition, reduced hiring and other voluntary means. Despite our best efforts, it became clear that getting to our targets required a number of involuntary separations.

Will this be the end-all? It depends on how the world turns,

Greg’s respect for his fellow employees and his leadership behaviors are well known and highly regarded throughout the Company. We appreciate his many contributions and will greatly miss his knowledge and insight.

The team in North America, led by Mark Fields and supported by Anne Stevens, developed the plan for North America, drawing on their extensive global experience in Asia, Europe and The Americas. They have reenergized...

no more timid cars.

She’s the heart and soul of the organization and the external leader. We have a short window of opportunity. If we don’t do this (fundraising campaign) there’s a risk there won’t be a Focus: HOPE...

Our people have made excellent progress in South America, stabilized Europe and positioned us for growth in Asia. The challenges in North America require us to give it the attention and resources it deserves. I...

We’re going to be more vocal (about our green efforts). It’s not clear to us that we’ve gotten much credit for the good things that we have done, and we think we ought to start...

We have to be very aggressive in terms of controlling costs,

We have the right team for the job at hand and it is time for me to allow them to grow even further and transition into the new roles that await them. It is because...

We think we’re at a reasonable level at this point. We don’t have any explosive plan to go out and hack away. We’ve taken a lot of whacks at that. Right now we’re looking to...

I have been strapped to the wheel for a long time and this is something that my wife and I have discussed, that Bill and I have discussed, and it’s a good time.

Certainly none of us did a good job forecasting what the impact of 9/11 would be on the industry,

Bill and I have worked closely together in putting together the right team.

I think the nature of competition in the marketplace is very, very challenging for all of us.

We expect comparable changes,

Bill Ford and I have worked hard to develop and assemble the best leadership for the company.

[Jim Padilla, president and Chief Operating Officer, said the Company’s focus on the turnaround in North America is an indication of leadership priorities.] Our people have made excellent progress in South America, stabilized Europe and...

One thing I am looking forward to is laying this out and getting all of our people focused on delivering this piece of what we have to do. This speculation does not help us with...

The closures that are indicated are further out because of those commitments.

We are working with multiple suppliers and alternatives, … We recognize that the ramp-up phase is very critical for suppliers and for ourselves to get economies of scale.

I don’t think it went wrong. None of us anticipated the aggressive pricing in the marketplace.