|
Alumni Profile: Thor Ibsen, MBA 96
As VP of the eConsumer Group at Ford.com, Thor Ibsen helps direct the company's bold forway into e-commerce. To move traditional companies like Ford into the New Economy, Ibsen has developed a team of outsiders and insiders -- outsiders to push the team toward technology solutions and new business models, insiders to give the team credibility within the company's structure. We asked the native of Iceland some questions about his background and his connection to Texas.
Q: Where did you work before MBA school? And in what capacity? How long have you lived in the U.S.?
A: Prior to joining Ford Motor Company in 1996, I had over eight years of marketing and sales experience. I owned and operated an import and distributorship in my native Iceland and just prior to earning my MBA at UT, I served as a lead managing underwriter for aviation lines at American Eagle Insurance Group in Dallas. I have been in the US since 1989 and despite early thoughts to return after three years, I decided to stay and pursue various opportunities. I have very strong relationships with friends and family back in Iceland. Fortunately, I have been able to go back physically 3-4 times a year and with the web I am "virtually" there every day-the Internet truly makes the world a global village.
Q: What strengths have you brought to Ford?
A: I brought a very diverse background to Ford that includes traditional marketing and sales experience as well as an entrepreneurial edge. A key asset was the ability to bridge business process, marketing, and technology. I was quickly known at Ford for being "bilingual" - that is, being able to quickly understand the business issues and at the same time apply emerging technologies to solve problems or identify new business opportunities. I must admit that the UT MBA prepared me well for the fast-paced environment that emerged at Ford.
Q: And how did you become the Internet guru at Ford?
A: I guess I was the right person at the right time. After about a year with Ford, I was asked by Mr. Bob Rewey (Group Vice President, Marketing and Sales) to look into some "technology partnering" opportunities in the Internet area. As a result, I was appointed "Internet and New Media Manager," the very first dedicated employee in marketing leading the Internet effort. After that there was no turning back.
Rather than treating this as a just another job rotation, I communicated to my management that this would be my career. There simply is no substitute for having passion and truly embracing change. I found myself leading a great dedicated team that was on a mission to truly revolutionize the business at Ford: deliver the best on-line customer experience in the auto industry - it was all about the customer. What followed was tremendous growth in this area-really the Web turned from being an afterthought to being the mainstream at Ford. Today, eBusiness is one of the top two priorities at Ford.
Q: How do you apply your management style in an already established environment? What hurdles do you encounter because Ford is such a large established company?
A: Ford is a great company with incredible heritage and a true sense of pride. Like most large established companies, the management structure can be complex and decision processes well established. This leadership structure, which has evolved since the days of Henry Ford, doesn't necessarily foster an environment of radical innovation and speed in the eBusiness space.
With a company that has been around for almost a century, operating outside the normal boundaries can be a challenge. We work very hard to earn the trust of key constituency-at all levels of the company-which in return gives us the latitude to focus on execution. In fact, we were expected to challenge the traditional business practices- be catalysts. Again, trust is key and without strong internal partnerships, and support from our dealers, we couldn't get the job done.
When dealing with key decision makers, I found it difficult at times to work through the formal process-especially on issues that needed immediate attention. In fact, I encouraged my team to embrace a more informal approach, whether it was with me or someone else in the company. Instead of scheduling meetings with people that would probably take place two to three weeks down the road, it often was best to merely go to their office or contact them on their cell phones at the end of the day when they had more time for a one-on-one discussion.
Q: How has Ford changed the way it approaches competitors because of the Internet? With so many Internet players, how is Ford positioning itself?
A: The Internet has truly changed the competitive landscape - it is quickly touching all processes in Ford from suppliers, to the assembly line, our dealers, and ultimately to our global customers. Although having great product hits is critical, service, distribution, and now the Internet are becoming increasingly important differentiators. Yes, every week we learn about new .com ventures in the automotive arena but Ford has uniquely positioned itself to provide consumers the best on-line experience with total choice. We are moving aggressively forward with our Build To Order initiative, forging unique relationships to benefit our customers with Yahoo!, iVillage, Bolt.com and many more. Finally, we are truly partnering with our dealers to assure the best "clicks and bricks" experience. It is clear that the customer is the winner on-line and we are racing to meet their expectations.
In the end Ford is uniquely positioned to deliver the on-line promise. By bringing every facet of the company on-line, and transforming all our consumer interfaces, it will be difficult for third-party .com's to match us.
Q: How will the new partnership with DaimlerChrysler and General Motors impact your group? And what will change or add to your current position? What was your involvement in the partnership?
A: Well, the recent announcement with DC and GM, is just another example of how the Internet is transforming every piece of our company and our industry for that matter-and it's only going to accelerate as we move forward. I have personally only been indirectly involved in this area but I believe Ford plans to push this transformation even further to bring sustainable benefits to our customers, suppliers and dealers.
For information on specific programs at the McCombs School, consult our contacts page. For media information, contact the Communications Director by phone at 512-471-3314 or by email at CommunicationsDirector@mccombs.utexas.edu.
