5. 羅杰?史密斯

通用汽車(chē)公司CEO

1981－1990年

??? 史密斯接管通用汽車(chē)公司時(shí),，通用在美國(guó)的市場(chǎng)份額為46%,；等到史密斯離職時(shí)，通用在美國(guó)的市場(chǎng)份額只剩下35%,。在此期間,，他浪費(fèi)了數(shù)十億美元，試圖通過(guò)多元化（電子數(shù)據(jù)系統(tǒng)公司EDS和Hughes電子公司）,、自動(dòng)化（自動(dòng)化工廠）,、重組（兩個(gè)超級(jí)部門(mén)B-O-C和C-P-C）、平民化（GM-10汽車(chē)）和試驗(yàn)（土星汽車(chē)）重振低迷的公司,。史密斯留下了一批質(zhì)量低下,、外觀雷同的汽車(chē)，不稱(chēng)職的繼任者和堆積如山的債務(wù),。到了1992年,，公司幾乎瀕臨破產(chǎn)的境地。

5. Roger Smith

CEO, General Motors

1981-1990

??? When Smith took over, GM's U.S. market share was 46%. It was 35% when he left. In the process, he wasted billions trying to revive the sagging giant through diversification (EDS and Hughes), automation (robotized factories), reorganization (two superdivisions B-O-C and C-P-C), commonization (GM-10 cars) and experimentation (Saturn). Smith's legacy was a fleet of low-quality, lookalike autos, an unqualified successor, and a mountain of debt that pushed the company close to bankruptcy in 1992.