General Motors has another boss.

GM's first two consecutive quarters of earnings, and now the IPO, but at this juncture its CEO is going to resign, this is better to accept or lack of confidence in the future? Ninghua General Motors ' revival, though |cbn, is far from being done, but his current CEO, Ed Whitacre, has been in the position for the past six months and has decided to takers, and the new chief executive, Akerson (Dan Akerson), will take office on September 1.　　His primary responsibility is to reassure investors about the company's hasty replacement of the helm on the eve of an IPO filing. It is not that Akerson is not enough to assume this responsibility. As a board member appointed by the U.S. government to GM, he was involved in major decisions before and after GM's bankruptcy protection, and it was not a problem to control the company.　　Before joining GM, Akerson as general manager of the Carlyle Group and head of the global acquisition business, and has been in a number of major communications companies as the top management positions, with corporate restructuring, management operations experience. But it still makes people wonder that GM is not ready to meet the new changes. Because the change in management seems too sudden. Mr. Whitacre's seemingly impromptu announcement that he would resign on September 1 at the end of the August 12 General Motors ' second-quarter results call was not akerson. Mr. Whitacre told the media that his resignation was his personal decision, and that it had nothing to do with the big shareholder, the U.S. government, "It is my public duty to help the company to reproduce its brilliance, and I do not want to stay out of it for a day."　　Obviously, we are on the right track, so I can safely make the decision to resign at this moment. But that is not exactly the case. At the end of June this year, GM's underwriting bank and the US Treasury raised the issue of Mr. Whitacre's stay at the first due diligence meeting, Bloomberg reported. At the time, bankers asked Mr. Whitacre to focus on how long he would stay in GM and whether the company had a management transition program. GM's board also pressured Wyeth to stay in office for several years to help the company complete its IPO and future affairs, or resign.　　Mr. Whitacre made clear that he had no intention of postponing, and the board decided to Akerson. In July 2009, Mr. Whitacre, who retired from the Obama administration, chaired the president of General Motors, who was out of bankruptcy protection, and was CEO in December. The 69-Year-old, who is in the transition role in General Motors, is expected to leave office. Although the timing of the announcement of resignation is not good, but also helpless. GM is expected to submit an application for the IPO by mid-August and is now behind schedule.　　Changes to the company's management will also postpone the listing because the new management list must appear in the document. But anyway, GM's successful IPO looks like a certainty. GM has been making a profit for two consecutive quarters. It is said that it has obtained a 5 billion-dollar credit arrangement promised by at least 15 banks, which will improveThe company's financial position and to provide a financial cushion in the face of difficulties in its recovery plan, paving the balance for a new listing. Within 12 months, GM has emerged from a bankruptcy-protected company to become a profitable carmaker. Mr. Whitacre looks like he's out of the limelight.　　Let's see what he's done. Last December, Mr. Whitacre, who replaced the forced resignation of Mr Henderson as chief executive, made a big adjustment to the company's cumbersome organization, pushing a new generation of managers into top positions. He appointed 46-Year-old Reuss as GM's North American president, and Doceti Susan Docherty, the former North American head, became vice president of marketing and Dug Lidl (Chris Liddell) as chief financial officer from Microsoft.　　Mr. Henderson's former vice chairman of marketing, 77-Year-old Luz (Robert Lutz), served as a senior advisor, advises Mr. Whitacre on automotive design and development, and Mr. Whitacre upgraded former Morgan Stanley auto industry analyst Gosky Steve Girsky as his advisor. After Mr. Whitacre's strong "shuffle", 12 of GM's 13 executive committee members have undergone a major change. Mr. Whitacre also reorganized several departments in various brands, replacing a large number of middle management staff.　　Since last December, GM has announced the entry, resignation or transfer of 35 managers. Large-scale personnel changes have changed fresh blood for GM, but have also raised concerns about the ability to keep jobs, even as veteran employees have been worried about getting fired. Mr. Whitacre, aware of the problem, sent a public email to all his employees on March 31 this year, saying in an e-mail, "I want to reassure you again that the massive management changes are over and that our current team is the team that will lead us forward." "To placate the people, Mr. Whitacre dismissed the usual bureaucratic style of GM executives. For the first time since taking office, he toured the assembly line of the Chevrolet Malibu (Malibu) vehicle assembly plant in Fairfax, Kansas, USA. At that time, wearing jeans and sweatshirts, he stopped to shake hands with the workers and greet them.　　One worker said that he had worked here for 25 years and had never seen a GM CEO on a production line. Another change Mr. Whitacre has brought to GM is that the stiff company is becoming leaner and more flexible. The former chief executive, Wagner, attaches great importance to the data, and he uses 12 indicators to assess executives, and there is no special correlation between these indicators. Whitaker compresses the assessment index of each department to 6: Market share, revenue, operating profit, cash flow, product quality and customer satisfaction.　　Through these indicators, he encouraged managers to adopt a flexible strategy to achieve faster growth rates. Through personnel adjustments, Mr. Whitacre strengthened his dominance in General Motors andWon the favor of the workers on the post. But that's not enough, he needs to solve GM's one of the toughest issues-sales. Mr. Whitacre has reappointed the head of the marketing and marketing department from within the company, and he has no more talent to choose from. GM is trying to recruit two high-profile marketing executives from outside, but has failed to do so, according to foreign media reports. Although GM has changed after bankruptcy protection, the long-term outlook remains unclear.　　Combined with a pay limit imposed by the US Treasury on its relief (the CFO Lidl a salary of $750,000 trillion, less than 1/2 of his predecessor), this makes GM's position less appealing. Burden pressure on marketing vice President Doceti body. After brainstorming, Doceti led the new ads for the popular products of Buick and Chevrolet, and increased the cost of advertising.　　For years, GM has been at the forefront of advertising spending in the United States, and after entering bankruptcy protection, it has cut back on advertising. Thanks to the global economic recovery that drives car sales, combined with huge debt relief after the bankruptcy reorganization and reduced operating costs through massive layoffs and closures of factories (off Saturn, Hummer, Pontiac and Saab), GM sold 2.08 million vehicles worldwide in the first quarter, operating at $31.5 billion trillion,　　The net profit was $900 million trillion, its first profit since 2007. With a net profit of 1.3 billion dollars from April to June this year, GM has made a profit for the first two consecutive quarters, providing some support for its relaunch of the IPO. But it is not easy for GM to complete its initial public offering, after all it has a two-quarter earnings record, not two years or more.