Interessante articolo sui due tipi di atteggiamenti secondo i dipendenti Chrysler intervistati dal detroit news:
http://detnews.com/article/20091102/AUTO01/911020335/Less-culture-clash-with-Fiat--ChryslerLess culture clash with Fiat, ChryslerUnlike merger with Daimler, sharing is cornerstone of deal
Alisa Priddle / The Detroit News
Employees of Chrysler Group LLC could be forgiven for being wary of their new Italian bosses.
Detroit's No. 3 carmaker has been under European rule before -- but the culture clash was too great, and the merger that created DaimlerChrysler AG ended badly.
Workers are more encouraged about their partnership with Italy's Fiat SpA.
No cash exchanged hands in the June 10 union; sharing and collaboration are the currency of this partnership. Government bailouts saved Chrysler, allowing it to emerge from bankruptcy, but the aid ends there. And now it is counting on its partnership with Fiat to become profitable again.
In these early days, cultural differences are not emerging as a divisive issue, say many employees, who spoke on condition of anonymity.
"There was a lot of fear and loathing under DaimlerChrysler, but this feels like a good partnership," said one employee.
"We're feeling more optimistic, like we're all in this together," said another. "Things are moving fast and it's contagious."
Employees and analysts say the Fiat hookup may read like deja vu on paper, but key differences may prevent a culture clash from scuttling efforts to succeed.
There are far fewer Fiat executives in Auburn Hills than the number of Daimler colleagues here in 1998; the new Italian managers show a greater willingness to work together and Chrysler's situation is more dire today.
Different attitude at FiatThe attitude of the partners could not be more different.
Daimler was "deathly afraid of diluting the Mercedes brand," said Joe Phillippi, analyst with AutoTends Consulting Inc. in Short Hills, N.J. "Brand bibles" were established with rules to preserve Mercedes' sanctity, and Daimler never recognized that Chrysler had anything world class worth adopting. Even seemingly twin vehicles such as the Chrysler Pacifica and Mercedes R-Class did not share components, and Mercedes tried to play down elements of the Mercedes SLK in the Chrysler Crossfire. Hard feelings linger today, as Mercedes has taken back the Sprinter van from Dodge and the two automakers are sparring over supply contracts in court.
"The Daimler people felt superior and that came through at decision-making time," said Gerald Meyers, a University of Michigan professor, former chairman of American Motors Corp. and retired Chrysler executive. "The company was being structured by Daimler and the Chrysler people didn't like being put in a straitjacket."
The failure to work well together under DaimlerChrysler was not just on the Daimler side, said Mike Aberlich, a 24-year veteran who rose to head of Chrysler communications until his retirement in December 2007.
"People on both sides were not willing or ready to accept each other," he said.
The divisiveness prevented the merged company from reaching its potential, Phillippi said. Chrysler operated as a separate entity until Daimler sold a majority stake to Cerberus Capital Investment LP in 2007 and divested the last of its shares when Chrysler declared bankruptcy.
So far, similar fears are not arising under Fiat management.
"It's a partnership of inclusion," said an employee from the product side of the business. "The Fiat people are saying, here are our platforms and technologies -- what do you want?"
Ken Lewenza, president of the Canadian Auto Workers, agreed. He met recently with Fiat and Chrysler Chief Executive Sergio Marchionne and said he was struck by the CEO's confidence in plans that call for the two companies to merge their strengths -- and by the underlying threat that this is the only option.
Today there also are fewer Fiat executives at Chrysler than there were with Daimler.
There is Marchionne as CEO and board member and board member Alfredo Altavilla. Olivier Francois heads the Chrysler brand and global marketing, Pietro Gorlier leads Mopar, Paolo Ferrero is in charge of powertrain, Richard Palmer is chief financial officer, and Gualberto Ranieri runs communications. Down a management tier, Mauro Pierallini is head of systems and component engineering.
Fewer Fiat executives here
With so few Fiat executives in Auburn Hills, a culture clash is almost a nonissue, Ranieri said.
There has been trans-Atlantic travel as Chrysler and Fiat engineers and designers develop products together, but it is limited under strict travel restrictions to keep cost down, Ranieri said.
It is a far cry from the DaimlerChrysler days when the company jet shuttled employees round trip between Pontiac and Stuttgart three times a week -- five return trips in busy times, said former Chrysler communications chief Mike Aberlich.
He remembers hundreds of Daimler counterparts in Auburn Hills at any given time.
Americans took German lessons while constantly looking over their shoulder.
"People feared they would be out of a job to their German counterpart and best practice meant their practice," said an employee.
Still, misunderstandings are inevitable.
"Culturally, you're still looking at an American company entrenched in North America and an Italian company entrenched in Italy," said Rebecca Lindland, director of automotive industry research for IHS Global Insight in Lexington, Mass.
Each has its quirks.
One employee told of Americans visiting Italy, ready for meetings at 7 a.m. while their Italian counterparts tended to start later and expected to continue through 10 p.m. dinners -- bedtime to Auburn Hills colleagues.
There is also the challenge of working to put small cars into dealerships that celebrate the Hemi V-8 and helping Fiat executives understand the importance and popularity of pickups and minivans the size of a small Italian apartment, Lindland said.
But early reports stress any differences are being overridden by the amount of work to be done and the intensity with which Chrysler is being restructured.
And with Fiat, there is a better understanding of their goals than with Daimler, Lindland said.
The jury's still out as to whether the melding of these two companies and cultures will yield success, said former Chrysler executive Gerald Meyers.
Chrysler unveils its five-year business and product plan Wednesday. Signs of accomplishment within the next month will determine how well Chrysler employees accept the new status quo, he said. "If they don't see success, there will be a culture clash," Meyers said.
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