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“Complete Acquiesence”: Bob Lutz Reveals How the Pontiac Aztek Happened
October 10, 2014 at 4:40 pm by Bob Lutz
Car and Driver
How do bad cars happen? How, for instance, did Pontiac’s Aztek—the greatest failed model in recent history—get all the way from flawed design to ugly product? We asked Bob Lutz, our industry expert and man-about-town, if he knew anything. Turns out, he knows quite a bit.
I kind of got hired [as GM's vice chairman of product development] because of the Aztek. I was getting an award, and [then-GM chairman] Rick Wagoner introduced me and took a couple of funny digs. When I gave my speech, I said, “It’s curious that the man who oversaw the Aztek would comment on my failures.” It brought the house down. When I apologized later, he said, “Ah, I was expecting it. We’re disappointed in the Aztek. I’d enjoy hearing what you think we’re doing wrong.” After three conversations, he offered me a job.
A bad car happens in stages. The Aztek concept car was a much leaner vehicle. Decent proportions. It got everybody excited. At the time, GM was criticized for never doing anything new, never taking a chance. So Wagoner and the automotive strategy board decreed that henceforth, 40 percent of all new GM products would be “innovative.” That started a trend toward setting internal goals that meant nothing to the customer. Everything that looked reasonably radical got green-lit.
Continues here: Car and Driver
October 10, 2014 at 4:40 pm by Bob Lutz
Car and Driver

How do bad cars happen? How, for instance, did Pontiac’s Aztek—the greatest failed model in recent history—get all the way from flawed design to ugly product? We asked Bob Lutz, our industry expert and man-about-town, if he knew anything. Turns out, he knows quite a bit.
I kind of got hired [as GM's vice chairman of product development] because of the Aztek. I was getting an award, and [then-GM chairman] Rick Wagoner introduced me and took a couple of funny digs. When I gave my speech, I said, “It’s curious that the man who oversaw the Aztek would comment on my failures.” It brought the house down. When I apologized later, he said, “Ah, I was expecting it. We’re disappointed in the Aztek. I’d enjoy hearing what you think we’re doing wrong.” After three conversations, he offered me a job.
A bad car happens in stages. The Aztek concept car was a much leaner vehicle. Decent proportions. It got everybody excited. At the time, GM was criticized for never doing anything new, never taking a chance. So Wagoner and the automotive strategy board decreed that henceforth, 40 percent of all new GM products would be “innovative.” That started a trend toward setting internal goals that meant nothing to the customer. Everything that looked reasonably radical got green-lit.
Continues here: Car and Driver