DETROIT — Jim Farley has grand ambitions to transform Ford Motor Co., but the third-year CEO finds himself hampered by a problem that has vexed Ford leaders for decades: managing a massive company with a notoriously siloed — and sometimes dysfunctional — culture.
Next week marks one year since Farley split the automaker into separate divisions to accelerate what he calls a “dual transformation” of its traditional internal combustion business and its development of connected electric vehicles.
A year in, some parts of his plan are progressing faster than others.