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American Turnaround: Reinventing AT&T and GM and the Way We Do Business in the USA
Ed Whitacre is credited with taking over the corporate reins at General Motors (GM) when the automotive manufacturer was on the brink of bankruptcy during 2009 and turned the company around in magnificent fashion. In this business memoir, the native Texan explores his unique management style, business acumen and patriotism.
It was President Obama who reached out to Ed Whitacre to come out of retirement and take over GM in 2009. A down-to-earth, no-nonsense Texas native with a distinctive Texas twang in his voice, Whitacre was reluctant to come out of retirement to work at GM.
But Whitacre is that rare CEO with great charisma and extraordinary management instincts. And when he got to Detroit, he started to whittle down the corporate bureaucracy right away - and got GM back on track in record time.
Before being pulled out of retirement to run GM by Obama, Ed Whitacre had spent his entire corporate career in the telecom business, where he ultimately ended up running AT&T.
It was President Obama who reached out to Ed Whitacre to come out of retirement and take over GM in 2009. A down-to-earth, no-nonsense Texas native with a distinctive Texas twang in his voice, Whitacre was reluctant to come out of retirement to work at GM.
But Whitacre is that rare CEO with great charisma and extraordinary management instincts. And when he got to Detroit, he started to whittle down the corporate bureaucracy right away - and got GM back on track in record time.
Before being pulled out of retirement to run GM by Obama, Ed Whitacre had spent his entire corporate career in the telecom business, where he ultimately ended up running AT&T.
304 pages, Hardcover
First published January 1, 2013
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308 people want to read
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Displaying 1 - 29 of 32 reviews
April 21, 2013
I was really disappointed by this book - The Economist gave it a favorable review and it had 4.5 stars on here. I love reading about telecoms and GM is the business story of the decade so I figured this book would contain plenty of insider insight and information that's right up my alley.
Not the case.
I'll forgive him for patting himself on the back every other page - he had an illustrious career. I'll forgive him for never really digging into how GM became such a toxic company (besides repeated references to the briefly explained "Matrix Management" style) - he didn't want to offend anyone or hurt the company he'd worked hard to fix. I'll even forgive him for bragging about creating the largest wireless carrier in the world in AT&T without ever considering whether this was a good thing.
But if you're going to skip all of this meaningful content can you at least have a meaningful story to fall back on?
Seriously, the book is mostly platitudes to things like "always take care of your people" AND "keep it simple" - fine advice but not what you pay $20 for. (And these platitudes are often self serving - think about it). WE end up spending way too much time hearing about how he spent his free time. You also get the same feeling of slightly-creepy-revisionist-history that was present in George W's book. You had to feel (had to hope honestly) that there was more to the whole situation than what he was saying - but he's not divulging anything of the backroom sort.
Really the only redeeming features are the first-hand history and some funny/interesting stories about Steve Jobs. Steer clear.
PS: throughout the last three chapters of the books he makes the repeated bogus claim that the government could've exited GM at the end of his tenure and been in the black. I'm not sure what the logic was here, but this is just patently untrue - shares were going for ~$30 during the IPO and needed to be at closer to $50 for the fed to break even. He also doesn't mention the numerous tax breaks and subsidies the government handed out to even get GM to that point.
Oh, and this guy brags about the Chevy Volt as a "slam dunk." All that was missing was a glowing chapter on his tenure at Solyndra.
Not the case.
I'll forgive him for patting himself on the back every other page - he had an illustrious career. I'll forgive him for never really digging into how GM became such a toxic company (besides repeated references to the briefly explained "Matrix Management" style) - he didn't want to offend anyone or hurt the company he'd worked hard to fix. I'll even forgive him for bragging about creating the largest wireless carrier in the world in AT&T without ever considering whether this was a good thing.
But if you're going to skip all of this meaningful content can you at least have a meaningful story to fall back on?
Seriously, the book is mostly platitudes to things like "always take care of your people" AND "keep it simple" - fine advice but not what you pay $20 for. (And these platitudes are often self serving - think about it). WE end up spending way too much time hearing about how he spent his free time. You also get the same feeling of slightly-creepy-revisionist-history that was present in George W's book. You had to feel (had to hope honestly) that there was more to the whole situation than what he was saying - but he's not divulging anything of the backroom sort.
Really the only redeeming features are the first-hand history and some funny/interesting stories about Steve Jobs. Steer clear.
PS: throughout the last three chapters of the books he makes the repeated bogus claim that the government could've exited GM at the end of his tenure and been in the black. I'm not sure what the logic was here, but this is just patently untrue - shares were going for ~$30 during the IPO and needed to be at closer to $50 for the fed to break even. He also doesn't mention the numerous tax breaks and subsidies the government handed out to even get GM to that point.
Oh, and this guy brags about the Chevy Volt as a "slam dunk." All that was missing was a glowing chapter on his tenure at Solyndra.
March 14, 2013
I am a recent retiree who worked at the company during Ed Whitacre's entire tenure as CEO of Southwestern Bell/SBC/AT&T. As such, I was mostly interested in reading Mr. Whitacre's description of how he "reinvented" AT&T before moving to GM.
I was sorely disappointed that there was very little in this book about the decisions Ed made during his time at AT&T. Other than a couple of anecdotes from his early career at Southwestern Bell and a discussion of the move to San Antonio, Mr. Whitacre didn't write a thing about his strategy while at AT&T. For example, nothing was written about the decisions to buy Pacific Telesis, SNET, Ameritech, and BellSouth. While he did mention that he decided to purchase AT&T despite the opposition of all of his other senior managers, Ed didn't explain why everyone else was opposed to his move. In addition, Mr. Whitacre didn't discuss the major initiatives during his tenure (e.g., U-Verse, Project Pronto) or some of the failed acquisitions (e.g., West Midlands Cable Communications, Hauser Communications). In short, I honestly don't know how Mr. Whitacre reinvented AT&T even after reading this book.
As for Mr. Whitacre's tenure at GM, it appears the process used to reinvent GM consisted of setting up an organization chart, firing the interim CEO, making Ed the new CEO, eating at the cafeteria with other GM employees, making unannounced visits to various GM sites, and promoting a couple of senior managers to executive positions. Nothing was written about other important topics such as changes to union work rules or improvements to car quality/styling. In short, this book was lacking in both details and insight.
I was sorely disappointed that there was very little in this book about the decisions Ed made during his time at AT&T. Other than a couple of anecdotes from his early career at Southwestern Bell and a discussion of the move to San Antonio, Mr. Whitacre didn't write a thing about his strategy while at AT&T. For example, nothing was written about the decisions to buy Pacific Telesis, SNET, Ameritech, and BellSouth. While he did mention that he decided to purchase AT&T despite the opposition of all of his other senior managers, Ed didn't explain why everyone else was opposed to his move. In addition, Mr. Whitacre didn't discuss the major initiatives during his tenure (e.g., U-Verse, Project Pronto) or some of the failed acquisitions (e.g., West Midlands Cable Communications, Hauser Communications). In short, I honestly don't know how Mr. Whitacre reinvented AT&T even after reading this book.
As for Mr. Whitacre's tenure at GM, it appears the process used to reinvent GM consisted of setting up an organization chart, firing the interim CEO, making Ed the new CEO, eating at the cafeteria with other GM employees, making unannounced visits to various GM sites, and promoting a couple of senior managers to executive positions. Nothing was written about other important topics such as changes to union work rules or improvements to car quality/styling. In short, this book was lacking in both details and insight.
February 13, 2013
One the best CEO book I've read. Very down to earth management.
August 21, 2018
Wonderful to hear Ed Whitacre speaking. I remember him -- in high school I was best friends with his eldest daughter, Jessica.
January 3, 2020
2.5 stars
Ed Whitacre, former CEO of what would eventually become AT&T, is tapped by the Obama administration to oversee the restructuring of GM after the 2009 federal bailout. He discusses his management “strategies” (which mostly seems to be a just good instincts rather than anything concrete-- since exactly what he thinks is the commonsense solution in one situation is exactly the wrong commonsense solution in the next-- and a lot of self-congratulation for having good instincts). He also discusses why the CEOS immediately after him—at both AT&T and GM—were wrongheaded dummies for not continuing to consult him and for not doing things the way he would have done them...had he stayed.
As a memoir, this is fine—more than fine—but as a guide to management strategy—a guide to reinventing the way we do business in the USA...—it is short on substance.
Quotes
Ed Whitacre, former CEO of what would eventually become AT&T, is tapped by the Obama administration to oversee the restructuring of GM after the 2009 federal bailout. He discusses his management “strategies” (which mostly seems to be a just good instincts rather than anything concrete-- since exactly what he thinks is the commonsense solution in one situation is exactly the wrong commonsense solution in the next-- and a lot of self-congratulation for having good instincts). He also discusses why the CEOS immediately after him—at both AT&T and GM—were wrongheaded dummies for not continuing to consult him and for not doing things the way he would have done them...had he stayed.
As a memoir, this is fine—more than fine—but as a guide to management strategy—a guide to reinventing the way we do business in the USA...—it is short on substance.
Quotes
June 21, 2025
I would say I would not have liked this book as much if I didn’t work at GM and was familiar with the history and setting of some of leadership. That being said it really didn’t pick up from a GM side until the last 1/3 of the book.
Some of my points of interest:
- Actively sought Mark Reuss as President of North America because of passion and straightforwardness.
- Head of Engineering:Tom Stephens
- Came up with slogan: ‘design, build and sell worlds best vehicles’
-Need to have connection with all levels of business. (How does this dovetail with current leaders Reuss/Barra interactions and mentorship’s?)
-Value ‘Clairty vs Consensus’ in management. Means you listen but don’t need to agree with everyone.
-board of directors : do they often disagree with direction. If not, why not? How transparent are things to them?
-Consultants are expensive and usually only confirm what you already know. Less use of them allows management to own decisions.
-Ownership of role (don’t make excuses)
Some of my points of interest:
- Actively sought Mark Reuss as President of North America because of passion and straightforwardness.
- Head of Engineering:Tom Stephens
- Came up with slogan: ‘design, build and sell worlds best vehicles’
-Need to have connection with all levels of business. (How does this dovetail with current leaders Reuss/Barra interactions and mentorship’s?)
-Value ‘Clairty vs Consensus’ in management. Means you listen but don’t need to agree with everyone.
-board of directors : do they often disagree with direction. If not, why not? How transparent are things to them?
-Consultants are expensive and usually only confirm what you already know. Less use of them allows management to own decisions.
-Ownership of role (don’t make excuses)
April 9, 2018
Even though there are some parts that are repetitive and some that you might question, I give it 5 stars. There are some really good management lessons in it from what he narrate about his experience starting at Southwest Bell going to become CEO and acquiring AT&T and other companies. Same thing goes to his experience from GM.
October 30, 2022
My take aways from the book:
1. When conveying an idea or making a presentation, be direct and to the point.
2. Listen more, talk less
3. For strategic planning, think long term (about people and culture) rather than short term metrics.
4. Business is 99% about people. Treat every employee with respect.
1. When conveying an idea or making a presentation, be direct and to the point.
2. Listen more, talk less
3. For strategic planning, think long term (about people and culture) rather than short term metrics.
4. Business is 99% about people. Treat every employee with respect.
June 15, 2018
Amazing
Well narrated and shared learning by a veteran of business management; on how to build and inspire employees confidence in turnaround situations
Well narrated and shared learning by a veteran of business management; on how to build and inspire employees confidence in turnaround situations
May 3, 2019
Love the authenticity of the author. Want to work with someone like him!
December 18, 2019
One of the best books I've read about turning around a failed business. It's also a master class in management and just general principles of good business.
Read
March 7, 2020Read for MGMT 298D, WQ20: Corporate Renewal & Excellence: How to Fix a Company
Read
May 26, 2021Charles Darwin said it best: Adapt or die.
April 12, 2023
He lost me after he adamantly claims that the acronym SBC Communications Inc is his own original idea rather than the acronym for its predecessor, Southwestern Bell Corporation. Couldn't really trust anything else after that. Not sure why he has to lie about such insignificant thing.
July 26, 2025
Reinforces the concept that ultimately it's all about people, communication, and simplicity.
March 13, 2017
I can relate to this book since I am Texas Tech graduate and a native West Texan. Even if you aren't either of those, there is a lot to like about this book. Ed's leadership style and no nonsense approach to business is hard not to love. No wonder he did so well and continues to do so.
February 22, 2013
Big Ed. That's what he was referred to at AT&T. I worked there an the day he announced his retirement was a VERY SAD DAY! The day AT&T announced it's move from San Antonio TX to Dallas was the second saddest day!
LOVED LOVED LOVED this book. Typical Ed "I wasn't asking for a show of hands". Lol.
Because I worked for AT&T this book was more personal for me.
The mood that Ed talks about in this book about the company is VERY true.
As employees we were PROUD of the company, (i started with SBC an moved into the prgression of AT&T) we were family an we made a difference.
The montra of 'getting the job done' was everyone's. We succeeded as a team, everyone worked to do whatever it took to ensure the end result was that of sucess. Success for our customers, First, our company and ourselves.
I remember hearing from longtime 'Bell Heads' (lovingly referred to folks with 20 or 30 years with the company)
"Do your job, and do it right, don't do anything illlegal or unmoral, but if you find a better way to do..one that exceeds customer expectations an is in the best interest of the company. Don't wait for permission ..Do it..and Share it. Big Ed always has your back"
Ive heard stories an laughed at stories about Big Ed. He's as dynamic an as genuine as he seems in this book.
My life was changed an influenced by many of the acquisitions he discussed in this book. All for the better.
And yes it was always true.
When Big Ed ran AT&T he did always have the employees interest First!
LOVED LOVED LOVED this book. Typical Ed "I wasn't asking for a show of hands". Lol.
Because I worked for AT&T this book was more personal for me.
The mood that Ed talks about in this book about the company is VERY true.
As employees we were PROUD of the company, (i started with SBC an moved into the prgression of AT&T) we were family an we made a difference.
The montra of 'getting the job done' was everyone's. We succeeded as a team, everyone worked to do whatever it took to ensure the end result was that of sucess. Success for our customers, First, our company and ourselves.
I remember hearing from longtime 'Bell Heads' (lovingly referred to folks with 20 or 30 years with the company)
"Do your job, and do it right, don't do anything illlegal or unmoral, but if you find a better way to do..one that exceeds customer expectations an is in the best interest of the company. Don't wait for permission ..Do it..and Share it. Big Ed always has your back"
Ive heard stories an laughed at stories about Big Ed. He's as dynamic an as genuine as he seems in this book.
My life was changed an influenced by many of the acquisitions he discussed in this book. All for the better.
And yes it was always true.
When Big Ed ran AT&T he did always have the employees interest First!
March 26, 2014
When I was in the 4th or 5th grade, my teacher had each student to pick a company to follow, just to get a feel of business in the US. I picked GM. I got very interested in them and have followed them since. Since then, I have read books on Willie Durant, Alfred Sloan and many others at GM. I have found them all fascinating and Ed Whitacre is no exception.
GM had become so inbred and so full of blockages to success that it just seemed that there was no hope. Hurray for Big Ed. It is amazing what one person can sometimes do.
Excellent book for anyone but I would especially recommend it to any young manager who wants to know how to get promoted.
GM had become so inbred and so full of blockages to success that it just seemed that there was no hope. Hurray for Big Ed. It is amazing what one person can sometimes do.
Excellent book for anyone but I would especially recommend it to any young manager who wants to know how to get promoted.
March 3, 2013
Ed Whitacre was CEO at ATT&T and was brought in to save GM. He pulled it off. His secret to success? In a word: "people." He found GM in a mess, even with the TARP bail out, management was going along keeping the status quo. Ed got rid of as much of the matrix management structure as possible, and made people accountable. Seems to have worked.
June 14, 2015
The good thing about this book was that it was light and breezy, written in a very "folksy" manner which was refreshing for a management book. It was also highly repetitive and not very insightful. As someone with past connections to both AT&T and GM, I would have liked more political dirt. Whitacre was just too nice a guy to give it.
November 12, 2013
A very real Horatio Alger story that is told in a very bland style. There was also little insight into the true nuts and bolts of how he made AT&T into what it is today or how he turned around GM, other than platitudes about how people are important and corporate excess/distance is bad.
January 8, 2014
A very interesting and insightful book by a tremendously gifted leader. He realizes that people are the most important asset to any company, and his management style reflects this simple philosophy.
March 28, 2013
Solid book by the CEO who turned General Motors around during its stint in the TARP program. Makes it look like management is simple (alltho it's clearly not). Good read.
March 29, 2013
A much shallower dive than Overhaul.
October 31, 2013
Really interesting read, and really good principles. Ed is very personable and straightforward in his words, and I appreciate how he tells it how he sees it.
July 3, 2013
Good motivator for someone wanting to regain momentum but overall a bland management book.
January 11, 2014
Very good. I recommend also reading American Icon about Ford.
January 20, 2016
Plain-spoken leadership advice from the guy who transformed the smallest regional Bell into the world's biggest telecom and then, led General Motors thru its bail-out turnaround
September 25, 2016
easy to read, nice story telling but miss a bit more depth of facts
basically he only refers to "it's all about the people" and how to motivate them
i hoped to get a bit more then this
basically he only refers to "it's all about the people" and how to motivate them
i hoped to get a bit more then this
Displaying 1 - 29 of 32 reviews