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I'm a phenomenal fan of Elon Musk. I think he's the greatest. He's a disrupter, and I think he is a great marketer. And I love him.
There is nothing that would prevent Fiat Chrysler from providing ride-sharing service to a wider community and using our dealer network for this.
The suggestion that we were pursuing consolidation as a replacement for reaching our financial targets by 2018 is fundamentally a bunch of hogwash.
The HMI (human-machine interface) function inside a Ferrari is probably the weakest link in the chain of technical know-how that's embodied in the car.
There's no doubt that we are, by traditional automotive manufacturing standards, an automotive conglomerate. And so that causes confusion by definition.
Repatriating the Ram HD is the right thing to do... it should never have been moved to Mexico. This was owed to the U.S. government - and the taxpayers.
I have been public on this, and I firmly, firmly believe that this notion of accountability for what you promise as a leader is as important as your integrity.
What is the point of one guy developing a 1.3 engine, and another guy a 1.4? What are you getting for this? And the answer is nothing: a total waste of capital.
I've always had this incredible sense of urgency. I've always had this desire not to let things fester and to really seize the moment, because it's serendipity.
I am totally in line with the fact that I think wealth distribution for carmakers needs to be redimensioned to allow labor to take a piece of that wealth distribution.
One of the most horrible wastes of capital you see is the duplication of the effort by the car manufacturers to do things that appear to be different from the other guy.
Chrysler's best assets were its Jeeps, minivans, and light trucks. Fiat's expertise was in small-car technology and fuel-efficient engines, the very thing that Chrysler lacked.
The last thing you want is a group of senators who just lent you seven and a half billion dollars to sit back and go, 'Look at these jerks and how they're using taxpayer money.'
The biggest fear that I see is that we will be left behind. We are a very slow industry; for us to make a decision takes forever. Take Tesla: Elon moves at the speed of a rocket.
We have been very reluctant to make statements about where the industry is going to go. The Wrangler is going hybrid in 2020. We don't make much noise about that, but it will happen.
Having had to live through a period of integration into another country a number of years ago, I am keenly aware of the negative implications of stereotyping and the significant efforts required to undo its effects.
By 2025, more than half of the power units you see on the road will have some relevance of electrification. There may be a base combustion engine, but it is combustion and electrification that will make the machine run.
We have made the decision that we're going to take some key products, such as the Wrangler and the Grand Cherokee, and protect those as being true American icons: produce them in the U.S. and make them available nowhere else.
It is only proper that our employees share in the savings generated by tax reform and that we openly acknowledge the resulting improvement in the U.S. business environment by investing in our industrial footprint accordingly.
People need to trust you: that you're going to pull them out and that they will follow you when you pull them out. If they don't get that comfort, they're going to drop you. This is true of organizations. It's true of countries.
One of the things that unfortunately happens in organizations that become dysfunctional is that the very first thing to go is the amount of care and attention that you place on the workplace and the environment within which people work.
When we agreed to the changes in the emissions standards and the objectives for 2025 with President Obama, there was a very clear road map that was put in place that required a midterm review, which should have been completed by 2017 and '18.
When you got mechanisms in a car that prevent damage from happening to the engine and that operate under very specific circumstances, those things are exceptions under normal operating conditions of the car; under the rules, they need to be disclosed.
When I was young and foolish, and I had no money, I bought myself the carcass of a Jaguar E-Type. It was a rust bucket. I spent all my university savings trying to fix the car. I never did, and I finally sold it to recover at least part of my investment.
I think that if you don't do the full analysis of what the origin of the electrical power is, where it comes from, how you get batteries into these cars, what the cost is in terms of CO2 and the environment, I think the analysis that we are going to save the planet with electric cars is nonsense.
Back in 2005, I introduced a thing which, I don't mind saying this - I mean, we stole it, at least in its basic form, from Toyota - it's called World Class Manufacturing. I mean, it's this pretentious title for something which really involves the revisiting of the manufacturing processes of dedication to the removal of waste.