Alan Mulally, not only led the transformation effort for Boeing Commercial Airlines that he joined in 1969 as an engineer, but also led the stunning turnaround of Ford Motor Company by the time he retired in 1.7.2014. Mulally would be the first to insist that Ford's transformation was not his achievement but rather the collective achievement of thousands of stakeholders, including employees, suppliers, dealers, unions, financial institutions, Board members and others. Mulally believed deeply in his "leading together" philosophy from his Boeing experience, but this became even more critical at Ford, due to the multitude of stakeholders and a political infighting culture that had become toxic. Mulally would have none of that. He brought his top managers together weekly to assess problems and progress, through his implementation process called the Creating Value Roadmap. Met with heavy resistance at first due to fear of admitting problems, Mulally pursued this course and built trust that those who were brave enough to acknowledge that they needed help were actually showcased as exactly the kind of leader that Mulally was looking for in Ford's future. In July 15, 2014, Mullally was appointed to the Board of Directors of Google. In April 2016, Mullally became a senior fellow at Seattle University's Albers School of Business At every meeting, managers were asked:

 what have we learned by airing concerns, making course corrections, and especially, fixing problems together?

 By combining his relentless focus on implementation and making tough calls with an equally important focus on continuous learning, Mulally transformed Ford from a moribund company on the verge of bankruptcy to one of today's most successful automobile companies in the world Your task as a Change Leader is to reflect on Alan Mullally's style and approach of leading transformational change at Ford Motor Company answer the following question: 

What lessons can you learn from Mullally's approach as an emerging change practitioner when managing stakeholders during a change process as related to the allocated Real Live Case.