Detroit, Michigan - the Motor City, auto capital of the world - was coming awake.
Also in Bloomfield Hills, ten minutes from the GM president's house, as a Lincoln Continental glides, an executive vice-president of Ford was preparing to leave for Detroit Metropolitan Airport. He had already breakfasted, alone. A housekeeper had brought a tray to his desk in the softly lighted study where, since 5 A.M., he had been alternately reading memoranda (mostly on special blue stationery which Ford vice-presidents used in implementing policy) and dictating crisp instructions into a recording machine. He had scarcely looked up, either as the meal arrived, or while eating, as he accomplished in an hour what would have taken most other executives a day, or more.
The majority of decisions just made concerned new plant construction or expansion and involved expenditures of several billion dollars. One of the executive vice-president's responsibilities was to approve or veto projects, and allocate priorities. He had once been asked if such rulings, on the disposition of immense wealth, worried him. He replied, 'No, because mentally I always knock off the last three figures. That way it's no more sweat than buying a house.'
The pragmatic, quick response was typical of the man who had risen, rocket-like, from a lowly car salesman to be among the industry's dozen top decision makers. The same process, incidentally, had made him a multimillionaire, though some might ponder whether the penalties for success and wealth were out of reason for a human being to pay.
The executive vice-president worked twelve and sometimes fourteen hours a day, invariably at a frenetic pace, and as often as not his job claimed him seven days a week. Today, at a time when large segments of the population were still abed, he would be en route to New York in a company Jetstar, using the journey time for a marketing review with subordinates.
On landing, he would preside at a meeting on the same subject with Ford district managers. Immediately after, he would face a tough-talking session with twenty New Jersey dealers who had beefs about warranty and service problems. Later, in Manhattan, he would attend a bankers' convention luncheon and make a speech. Following the speech he would be quizzed by reporters at a freewheeling press conference.
By early afternoon the same company plane would wing him back to Detroit where he would be in his office for appointments and regular business until dinnertime.
At some point in the afternoon, while he continued to work, a barber would come in to cut his hair. Dinner - in the penthouse, one floor above the executive caterwauled include a critical discussion about new models with division managers.
Later still, he would stop in at the William R. Hamilton Funeral Chapel to pay respects to a company colleague who had dropped dead yesterday from a coronary occlusion brought on by overwork. (The Hamilton funeral firm was de rigueur for top echelon auto men who, rank conscious to the end, passed through, en route to exclusive Woodlawn Cemetery, sometimes known as 'Executive Valhalla.')
Eventually the executive vice-president would go home - with a filled briefcase to be dealt with by tomorrow morning.
Now, pushing his breakfast tray away and shuffling papers, he stood up.
Around him, in this personal study, were book-lined walls. Occasionally - though not this morning - he glanced at them with a trace of longing: there was a time, years ago, when he had read a good deal, and widely, and could have been a scholar if chance had directed his life differently. But nowadays he had no time for books. Even the daily newspaper would have to wait until he could snatch a moment to skim through it. He picked up the paper, still folded as the housekeeper had brought it, and stuffed it into his bag. Only later would he learn of Emerson Vale's latest attack and privately curse him, as many others in the auto industry would do before the day was out.
At the airport, those of the executive president's staff who would accompany him were already in the waiting lounge of the Ford Air Transportation hangar. Without wasting time, he said, 'Let's go.'
The Jetstar engines started as the party of eight climbed aboard and they were taxiing before the last people in had fastened seatbelts. Only those who traveled by private air fleets knew how much time they saved compared with scheduled airlines.
Yet, despite the speed, briefcases were out and opened on laps before the aircraft reached the takeoff runway.
The executive vice-president began the discussion. 'Northeast Region results this month are unsatisfactory. You know the figures as well as I do. I want to know why. Then I want to be told what's being done.'
As he finished speaking, they were airborne.
The sun was halfway over the horizon: a dull red, brightening, amid scudding gray clouds.
Beneath the climbing Jetstar, in the early light, the vast sprawling city and environs were becoming visible: downtown Detroit, a square mile oasis like a miniature Manhattan; immediately beyond, leagues of drab streets, buildings, factories, housing, freeways - mostly dirt encrusted: an Augean work town without plenty cash for cleanliness. To the west, cleaner, greener Dearborn, abutting the giant factory complex of the Rouge; in contrast, in the eastern extremity, the Grosse Pointes, tree-studded, manicured, havens of the rich; industrial, smoky Wyandotte to the south; Belle Isle, hulking in the Detroit River like a laden gray-green barge. On the Canadian side, across the river, grimy Windsor, matching in ugliness the worst of its U.S. senior partner.
Around and through them all, revealed by daylight, traffic swirled. In tens of thousands, like armies of ants (or lemmings, depending on a watcher's point of view) shift workers, clerks, executives, and others headed for a new day's production in countless factories, large and small.
The nation's output of automobiles for the day - controlled and masterminded in Detroit - had already begun, the tempo of production revealed in a monster Goodyear signboard at the car-jammed confluence of Edsel Ford and Walter Chrysler Freeways. In figures five feet high, and reading like a giant odometer, the current year's car production was recorded minute by minute, with remarkable accuracy, through a nationwide reporting system. The total grew as completed cars came off assembly lines across the country.
Twenty-nine plants in the Eastern time zone were operating now, their data feeding in. Soon, the figures would whirl faster as thirteen assembly plants in the Midwest swung into operation, followed by six more in California. Local motorists checked the Goodyear sign the way a physician read blood pressure or a stockbroker the Dow Jones. Riders in car pools made bets each day on the morning or the evening tallies.
The car production sources closest to the sign were those of Chrysler - the Dodge and Plymouth plants in Hamtramck, a mile or so away, where more than a hundred cars an hour began flowing off assembly lines at 6 A.M.
There was a time when the incumbent chairman of the board of Chrysler might have dropped in to watch a production start-up and personally check out a finished product. Nowadays, though, he did that rarely, and this morning was still at home, browsing through The Wall Street Journal and sipping coffee which his wife had brought before leaving, herself, for an early Art Guild meeting downtown.
In those earlier days the Chrysler chief executive (he was president then, newly appointed) had been an eager-beaver around the plants, partly because the declining, dispirited corporation needed one, and partly because he was determined to shed the 'bookkeeper' tag which clung to any man who rose by the financial route instead of through sales or engineering. Chrysler, under his direction, had gone both up and down. One long six- year cycle had generated investor confidence; the next rang financial alarm bells; then, once more, with sweat, drastic economies and effort, the alarm had lessened, so there were those who said that the company functioned best under leanness or adversity. Either way, no one seriously believed any more that Chrysler's slim-pointed Pentastar would fail to stay in orbit - a reasonable achievement on its own, prompting the chairman of the board to hurry less nowadays, think more, and read what he wanted to.
At this moment he was reading Emerson Vale's latest outpouring, which The Wall Street Journal carried, though less flamboyantly than the Detroit Free Press. But Vale bored him. The Chrysler chairman found the auto critic's remarks repetitive and unoriginal, and after a moment turned to the real estate news which was decidedly
