Ed Whitacre, pretty please... Spend an extra 4 hours on top of your 4 and finish this off!

At least for a year Ed.... You've done it before in just 4 hours, a big-big change in the top management, last week. Now, keep going for another extra 4 hours on a day and finish it off please. You'll get your clear air(as you put it earlier as one of the few things u needed to get out there and chat) then too to speak to the media to answer questions with no replies!!!. 
Watch your step now, the cake is stale and you may be refreshing only the topping and too bad you are not going to be alone to eat that... Check minimum twice,  i suggest, to find out whether  its only the 'mismanagement' that is in the way of getting things done right. It may very well be even you, yourself in some cases. SO BE CAUTIOUS. And lets keep rolling for at least a year with the current team so that the ones that are being managed will have a chance to get clear air too!( This whole thing reminds of the good book I have read,  'On a Clear Day You Can See General Motors: John Z. DeLorean')

Chevrolet Gets a New Boss... Again

Brent Dewar hasn't even made it to the 6-month mark as general manager of the Chevrolet brand. Today, though, Susan Docherty, GM's vice president for sales, service and marketing, announced that Dewar will retire effective April 1, 2010.

 Brent Dewar

James Campbell , most recently GM's vice president of fleet and commercial operations, will take his place at the top of Chevrolet.

And how long will Campbell have to show tangible results in his new role. Oh, if we had to guess, we'd say "not long :-)".

 By Erin Riches | December 9, 2009

Brent looks new to me and so is the Chevy Cruze... If this guy is facing a retirement in the next 6 months then what can we say really; other than wish him "bonne voyage" to a cruise off Miami. Thank goodness Bob(Lutz) is staying on....  

I will further-comment:- my self here
The "New" GM seems to have stapled itself to the 'Change is unavoidable' cliche and looks like a bit overdoing it to me. 
Look here, they even changed the name of the change; first thing post-bankruptcy!!! FIRST they named it 

 and 'taped' it on the RennCenter-

Then the next it was(within a  couple of weeks) "ReInvention of GM"

CLICK HERE

If you've gone far enough to change even the 'change' then I am afraid, you will start reinventing the "change fatigue."

Fine, if an organization is once labeled as a "Definitely Needs To Change" one then there can be nothing that stops or slows it. 
BUT usually the 'back bone' stays there all solid and the occuring Tsunami's keep washing away off the top. The objective of the change has to find itself affecting,towards the better, within the dynamics, tools, standards and qualities that are encompassing  the day-to-day routines/ways of doing business. 
Every new leader, be it a team leader at the line, a department head or a manager simply means a "restart button pushed", a "new phase of trial and error" allowance set to be spent or at least a hand brake is being pulled. This is like regenerative braking related to electric motors. Yes, very safe but darn slow to get there! One must be assured that who ever has been appointed to lead must have gone thru the corporate strainer to be there... So why not just try a little more harder to utilise him/her effectively and keep going fast enough if not accelerate.

Change NEEDS to bring in new substance for good and immediate use other than just the person/body replacing the former...

Just leave it to cool off Ed; and let's roll on for a year at least.../MT