American Businessman, first person to run the Ford Motor Company who was not a member of the Ford family
Successes have many fathers, failures have none.
Why kick the man downstream who can't put the parts together because the parts really weren't designed properly?
Hard to like as he may have been, he gained respect for his persistent focus on quality and product excellence. While lacking any real operational or 'car guy' interest, or skills, for that matter, and being consistently overly passionate about getting more data to support eminently logical decisions, Phil Caldwell had one powerful sense of purpose that overrode his many quirks and foibles: he was totally, undeviatingly focused on making Ford the quality leader of the world, surpassing the then seemingly unbeatable Toyota.
My style has always been to run a teamwork operation in every sense of the word. Teamwork is not an abdication on the part of the leader. But teamwork implies involving people to the full extent of their capabilities.
The important thing to recognize is that it takes a team, and the team ought to get credit for the wins and the losses. Successes have many fathers, failures have none.