Why Rick Wagoner Had To Go

The fall of General Motors Chairman and Chief Executive Officer Rick Wagoner was unavoidable. There is no way President Obama could hand out more billions to a management with a practically unblemished record of failure.

Yes, it's certainly good news; the Wagoner management was never going to turn around General Motors (nyse: GM - news - people ). Never. After all, Wagoner has been chief executive since 2000 and head of North American auto operations six more years before that. His predecessor and mentor, Jack Smith, became chief in 1992. GM lost market share in the U.S. in all but a couple of those years. The losses in Wagoner's last four years topped $80 billion.

Worse, GM seemed adrift in this crisis. Its European operations--and they are key to saving GM--seem to be without serious direction. In the U.S. we hear mostly of program cancellations, and the Vice Chairman Robert Lutz, the only real "car guy" in top management, is giving up and retiring at the end of the year.

But it might be a mistake to cheer Wagoner's leaving, because we don't know if his replacement will be any better. The second in command, the president and chief operating officer, is Fritz Henderson, and he is expected to succeed Wagoner, at least for now. Frankly, it is difficult to see what he did to become president of the once largest automaker in the world. Like Wagoner, he is a fairly colorless financial officer. But it's unfair to knock him before he's had a chance to do something.

What GM needs in this crisis, of course, is a spirited leader, a fighter, who can speak to the American people and convince us that GM is coming back. He's got to have a feel for the business, for the product, for the car buyer, and not just for the balance sheet. And he's got to be willing to wave the flag too in these desperate times. We're talking about the likes of Lee Iacocca, who brought Chrysler back, and George Romney, who saved American Motors. Finance men can be heroes too: Sergio Marchionne, who is leading the recovery of Fiat (nyse: FIA - news - people ), is a good example.

Rick Wagoner had some successes. The 0% financing offers after Sept. 11 might have kept the country out of a recession. He always pushed China. And hiring Robert Lutz, the retired president of Chrysler, to lead a GM product renaissance was an excellent move, although it showed how weak GM had become in products, so weak it needed an outsider to fix its cars.

But these strokes are overshadowed by the constant failures. Wagoner took over as chief of North American auto operations back in 1994. He was given the job by Jack Smith, although Wagoner knew nothing about the American auto business. He had been chief financial officer. At that time GM's U.S market share was 33%. The last month counted, February, the share was 18% and sinking.

And GM under Wagoner missed trend after trend: GM was late into crossovers, meaning sport utility vehicles built on car platforms, which are big thing now. GM was late into small SUVs, like Ford Motor's (nyse: F - news - people ) Escape or Honda's (nyse: HMC - news - people ) CR-V. GM was not only late in hybrids--it doesn't seem to understand that the lure is high miles per gallon, 40 to 50 miles per gallon. It's bringing out a Camaro now, years after Ford redid its Mustang and after Chrysler redid its Dodge Challenger. If anything represents GM vehicles under Wagoner, it might be the failed Pontiac Aztek, which was considered the ugliest American vehicle in modern days.

But Wagner's worst sin was to allow his company to build boring cars with outmoded engines and transmissions, just awful interiors and poor fits and finish. His administration showed disrespect for the product, the engineers who created it and the customers who bought it.

His administration allowed Toyota (nyse: TM - news - people ) to overtake GM and become the world's largest automaker, and next year it's likely that Toyota will become the No. 1 seller in the U.S. too. He not only lost the low and middle market to the Japanese, but he lost the luxury end to the Germans. GM's trucks and big SUVs were a success, but it was madness for a car company to ignore cars--and that was Wagoner's responsibility. By the time he realized that GM needed someone at the top who understood cars and hired Lutz it was too late.

To be fair, the latest collapse was caused by that $4 a gallon gasoline and then the recession, neither of which were of Wagoner's doing. But all those years of failure were.

He created the vanishing auto company. Oldsmobile closed; Saturn, Hummer, Saab and Pontiac to go.

How did he manage to stay on despite all the failures? First, the GM board of directors are pet rocks. Second, Rick Wagoner seemed to be a decent man. He didn't seem to pay himself grotesquely or live an obscene style. He had a pleasing personality. He just didn't understand the American car business. The Detroit and auto press were amazingly uncritical.

But he and his predecessor Jack Smith had created a management system that cut "car people" from top positions. And as GM suffered market share losses every year, the answer wasn't to create exciting cars to win back share but to go to the balance sheet to cut costs and sell off pieces of the company, like GMAC (nyse: GJM - news - people ), for cash.

Auto companies can be saved: In recent years Carlos Ghosn turned around Nissan (nasdaq: NSANY - news - people ) and Marchionne turned around Fiat. But the new billions from the government won't save GM, and all the recovery plans are meaningless. It will take leadership.