get from new york city to albany. and now on a train it's like, what, few hours. so, yes, there are restrictions that come from not being able to get around. but the flip >> next on both tv, bryce hoffman recounts under alan allawi from 2006 until 2011. mr. hoffman is given access to alan allow his personal documents and interviewed over 100 people involved in the case overhaul and executive chairman bill ford, great-grandson to henry ford's the automotive company's employees can the some car dealers. this is about 45 minutes.

[applause] >> thank you all for coming in thank you for watching viewers at home. i just wanted to start out by talking a little bit about how the book came out. i've been covering ford motor company for the t-shirt news since 2005 and from the beginning when i started covering ford, i knew it's really witnessing an incredible story. i didn't know how it had become the venue is happening in dearborn was due to the death of an american icon or its resurrection and while i was privately rooting for the latter is going to read the story either way. as i follow the day-to-day events of the turnaround of ford for the detroit news, i also back up my mind was writing this book. in 2010 when it became clear that ford had turned the corner and saved itself and done it without taking a taxpayer bailout and night out, i approached the old ford junior,

the chairman and ceo alan mullally with the proposal to write this book. it tells the real story of ford's turnaround. i really felt this is a great american story at a time when so many corporations have kind of gone to washington with kerry and out and asked the american people to save them from their mistake. here's at least one company who taken on its own problem, fixed and health, pulled itself up by the bootstraps the way we were all taught are supposed to work. i thought it was a great example in kind of a different story from a lot of the negative news we hear so much from the business world. but i also thought there was a lot that other organizations another come in a can learn from the ford story. what i had witnessed here in dearborn was one of the most amazing transformations i've ever seen of any organization in america severs.

taking a company that was really come me up or was it up and turn it into a model of teamwork and efficient the end really kind of proving to the world that leaves one american company can pick itself up and compete with the world and win. i made the pitch that the best way to tell the story was that they would let me tell it all. i asked for access to its executives, board members, company documents. and to their credit, ford understood that. i said i won't give you any say on how the doctrine outcome of what we all know it's a fundamentally positive story ends that much stronger if you let her tell it in its entirety. they got that and that kind of let me inside the glass house to see how this all happened. i could tell you if someone who's spent the past seven years of his life following for it

every day, i learned a lot. there's a lot that happened behind-the-scenes that no one knew about. there was a lot that happened behind-the-scenes that even on the company when they heard about it were surprised about. that is really what i try to get to an "american icon." i thought it would start by talking about how i went about researching this book because it was a little bit of the unorthodox process. most of the people who were central players in the story still work for me and i wanted them to be of the speak candidly to me about the struggles they went through to see if this can need. so i made the same deal with everybody from bill ford junior two people i talk to in the patrick fuller. anything we talk about can be used in this book, but i won't identify the names of anybody whose source of was. the only time will directly quote from people is when i

reconstruct in conversations that happen and that will only be when i'm able to touch one of the people with direct knowledge of this conversation. i was a ground rule and not about us people to feel like they could open up more then if they're talking as a newspaper reporter in anything you say can and will be used against you in the quarterfinal with your name attached to it. the other thing was there is one point point word pro broke not command us in the final to this book. add one interview with alan mullally added several exhibits and with this book were asked in to do it on the record because i wanted him to be able to speak to you directly, to the reader directly about what he experienced in what he learned and what he thought the big learnings of ford's turnaround work. so that was the one exception to that. and i guess what i would like to do for people who haven't read the book, just kind of go through some of the different high point in the ford story to

give an idea and talk about why i think these are important. i'm going to start at the very beginning if you will. which is i think an important point that i wanted to make. i didn't want to dwell too much of ford's history because a lot of books have been written on ford history and henry ford ipod is important to make a point about ford and that was ford was not the same as general motors. it had some unique issues. so just briefly outlay to read the opening aircraft of the boat, which just addresses those in a nutshell. while many ford motor company's problems are shared by the rest of detroit and dearborn automaker faced some challenges all its own. for its woes have not begun with the arrival of the japanese in the 1960s or the oil crises of the 1970s. the company had been struggling with his love since henry ford

started on june 16, 1903. it invested massively in game changing products and did nothing to keep them competitive. the lab personalities around larger-than-life leaders picture of where the talent needed to support them. it allowed a cost to corporate culture to eat away at the come to me for me and i. these were the first defect that could be traced back to automaker's earliest days. henry ford liked to boast yet created the modern world. in many ways he had, but also created a kind of neat that was his own worst enemy. i think anybody who's worked at ford or spent time at the company in the years before its recent turnaround is just how true that is. i mean, as they go on to describe, and this was a company where time after time, going back to the days of the model t., they really hit the ball out of the park with one product. and then they just didn't invest in that product.

they didn't keep it competitive in the past by other automakers. they did that with the model t., the ford taurus in the 1980s. was also a company where there was just really rampant careers for people put their own careers ahead of what was best work for ford in the bottom line and the customer. some of the stories i talk about and heard this i was researching the book just boggle the mind. there is a decision made one point a few years ago about a product being designed for the asian market come a small very competitive. it actually ended up coming the fiesta on sale today and it was originally designed so that it couldn't be sold in the u.s. because the person who is in charge of the division of the time didn't want the u.s. division to get the car and get the benefits of that because they were competing for his division with the best. it is a company that wasn't just competing with toyota or general motors. it was competing with his post.

obviously as a lot of people in the shadows of ford world headquarters now come and is accompanied by the middle of the two cousins was really headed down the tubes. one of the things i discovered, you know, working on was just as serious the situation had become. but the summer of 2006, the board was actively looking at bankruptcy and party not the company, private equity firms circling around dearborn like soldiers, trained to pick up parts of ford. the family with the taking of private at one point. nothing seemed to be working. though ford had really tried to turn things around, but he just couldn't cut through this culture that was so entrenched in dearborn. so in july of 2006 at a pivotal board meeting which built the great to step aside and make room for someone else to take over as he said, which i talk

about in the book is really a moving statement. i have a lot invested in this company, but the one thing i don't have invested is the eco. he stepped aside and they begin a search for someone who could save the company. and as they talk about, they are deterred to go after kind of the big names of the auto industry. they try to recruit new ptacek, dr. z and they been turned down. to do that outside the auto industry and the guy whose name is at the top of their list was alan mullally. so i'm just going to read a little bit about allowing them where he was coming from. as the head of the boeing co. commercial airplanes group, alan mullally spent the last 10 years and enough one disaster after another while somehow managing to transform his divisive culture into a model corporate collaboration spirit under his leadership going survived an unrelenting assault by europe's

airbus industry coming difficult merger with rival mcdonnell douglas in the collapse of sales that followed the terrorist attacks on new york and washington d.c. in 2001. mullally turned what would've been a fatal blow to the aerospace giant into an opportunity to fundamentally transform the me into the elite are more profitable enterprise rebate 2006 points commercial jet division was on its way to record sales, revenue and earnings. mullally credited to working together any other and many many of his principles from ford motor company. mullally success at all in the starting making him something of a corporate celebrity, but he hardly acted the part. it looks like an older version of ricky cottingham come with people there and would've seen him public notes that what i mean. the wholesome protagonists on the televisions become happy days. a lot of the same reddish blonde hair, same pointed chin and she was grand. only mullally suggested he knew more than he was letting on. that is the only hint there something more to him than his

awe shucks demeanor he suggested. it was as though he had an ace up his sleeve that he was only barely managing to conceal. otherwise he cannot like an overgrown boy scout compass seasoning conversation with words like neat, cool and absolutely. what most high-level executives favored tailored suits and expensive cufflinks, mullally's trademark retort that boeing was a red windbreaker. his idea tricep is a blue blazer and tie instead of an expensive pen use with cheaper tractor ballpoint he could buy it by the box. he drew a smiley jumbo jet under his name whenever he signed it. the seattle times called him mr. nice guy. mullally's lack of pretension was evident in his dealing with other people. a formal events he showed little interest in the rich and powerful, preferring to mingle with those less interested in comparing resumes to guess my questions unanswered in general interest in what people have to say either world leaders are

waitresses. mullally made a point of remembering something about everyone he met and would recall some scrap of information about their lives they shared within months or years before. he was also big on hudson had even been known to plan attacks on the of both men and women when he was in a particularly exuberant mood. although this may mullally abjured by subordinates and kept his rivals off-balance. he could never quite figure out how much of it was an act and mullally like to keep it that way. so bill ford brought mullally here to michigan and i just want to read a little about their first meeting. on saturday, july 29th of may 006 ford sent a coaster in fact become mullally. which michigan he pored over the data he had collected on the company. the research she had been doing on ford since the first phone call had generated the merit of questions and he was about to meet the man he hoped could answer most of them.

while i began writing questions on the back of a copy for its most recent annual report. the plane landed at an airport which is then built by four during world war ii and the company was in the bomber business. when mullally stuck his head out into the humid summer air coming from the driver waiting for an extra ford asked edition. the man took his wagon up in its report, but the colella climbed into the front passenger seat. as the big sport-utility vehicle navigated the winding route the woods near ann arbor, mullally found himself growing excited if you try to temper his enthusiasm. i'm just here to gather information mullally reminded himself. i'm not deciding anything. they pulled up to go for gate and mean. he admired the leafy estate and recognized he was in the demeanor of the truly rich but as the expedition pulled up to the front door he was surprised to see the lord of the men are emerging shorts and a polo shirt accompanied by his wife, lee said. mullally surprised us was that pretty big hugs.

he gave a brief tour the grounds and invited them inside pitted two men sat down and couches and spacious living room and started with football. dave booth's new ceo the seattle seahawks, but they soon got down to business of the business itself. ford started by outlining the history of this kind cup dates for the heavy case i think that 50s to the debacle that was jack nasser. culminating his own frustrated to see that. he talked about the landscape railing against toyota which he accused of working with japanese government to manipulate began to boost export. he told mullally via coming 2007 contract negotiations with united autoworkers with the company's survival in outline concessions he hoped to rest from the union, which cuts, more competitive work roles and into the job banks where they collect benefits, sometimes for years while waiting for new positions to open up. if ford could not get

concessions they might have to move production to mexico. mullally seemed haut, clearly a lot of challenges facing the automaker needed questions that needed answering for you to consider taking charge of such a troubled company. here's a chance to fight for this tool of american manufacturing. if i'm going to do this, i need to know everything he thought. so mullally began his interrogation. why are there so many brands?

stop himself from using the word we. we kept saying we need to fix the company. how about we do this. by the end of the first meeting with bill ford. he was hooked. i really wanted to come to deer born and try to save ford. there was a lot of wrangling back and forth to get him here. he wanted to stay at bowing. in the end, as we know, he came to deer born. i want to jump forward and talk about a mulally's first day at world headquarters here. at 2:20 he finally pulled into the the gage. garage. his eyes rolling down the washed jaguars that were the preferred rides to make sure none of them were around.

mulally noted the lack of fords. he was surprised to see the new ceo emerge from a land rover. -deer born, michigan. men wore suits to here. but mulally was about to establish a new more. he was wearing what would soon be recognized at customer rare uniform. he might mix it up with gray trousers or red shirt and tie. he would not put on a suit even when he visited the white house. waiting next to bill ford was karen hanson a communication executive. he slapped a blue pen on the lapel and led the men downstairs. once again he was overcome by a history and felt the lump in his throat as he surveyed the vintage cars. he smiled a as the portraits.

people wondered who the guy was posing with bill ford. when they were done the group hurried into the executive elevator. mulally followed ford into his own office. he pointed to mulally's own office. they were separated by a waiting room. i'll be right here when you need me, ford said. the company senior executives were crammed into ford's private conference system. the overseas were listening in on speakerphone. they walked in and the room fell silence. ford explained he was resigning and introducing mulally as the new chief executive. as he talked all eyes were on mulally. he did his best to smile back, despite the growing intensity of their stairs. he never felt so scrutinized. he thought about shouting boo. and then telling them the serious looking executives.

don't worry, it's going to be okay. he restrained himself. mark field eyed mulally's outfit. he's here to meet the press and he's wearing a sports quote. this is going to be different. field's first impression was that mulally was corn any. he was not the only one that felt that way. the farm boy demeanor surprised everyone the room. he got the news and googled him before heading to the conference room. he was hoping someone. he was thinking of quitting. he liked mulally but wondered if he was tough enough. mulally seemed more like a politician to mark schultz who was put off by the back slapping and arm squeezing. why did you leave boeing? this is another opportunity for me to help another "american icon." at least one american 09ed their eyes. it was not a warn reception.

ford senior executives were cut throat. like kurt they were smiling at the new king as they plotted his dmieps he was an outcider bill ford had lost all classified in his own management team. it did not take long that mulally did not know anything about the automobile industry. we appreciate you coming here from a company like boeing. but you've got realize this is a very, very capital intensive business with long product development lead times the technical officer said. the average car is made up with thousands of different parts and they all have to work together family leslye. that's interesting mulally said. the typical passenger jet has 4 million parts. and if one of them fails the whole thing falls out oft sky. they don't believe i can do this, he realized. i need to convince them i get this.

this is not just the case of ford. that was the case as gmand chrysler too. i remember there was a lot of reports about the tail finned cars. there was a lot of skepticism. the key to mulally's turn around of ford, was really changing the way that the company operated at the top. and the way that he got through kind of all the nonsense and and got the facts by the famous now thursday morning meetings. he made all the executives come together. sit around a round table and go over all the information about the company's operations. every week. it was automatic color coated. green meant fine. yellow meant maybe there was something in trouble. red was trouble. there was no fault. they would discuss how to fix it later.

it was to make sure everybody knew what was going on so they could fix it. and, the problem was, is that once they learned how to do it, for the next few weeks all the slides were green. everything seemed to be fine. mulally knew that ford was losing billions and billions of dollars. so finally, after a few weeks of the meetings, mulally asked everybody, isn't there anything going wrong with this company. we're going to lose billions of dollars. the next meeting was aive toll point because after that, after that mark fields the head of ford's american division decided he was going to take a chance with honesty. at the time a lot of people thought mark fields was going to be out quickly, so, the glass

house was with right with his inpending economize. he was the new obviously threat for the ceo. it was natural for mulally to take him out. it's how things were done in deer born. those thoughts were weighing on field's mind. when he got the one as the north american product programs. he paused. as usual they were all green. he staired at the line for the new ford edge it was due to launch in a few weeks. production had begun in the company's factory in on tear row. the day before he received a call from the ford imawlt chief. he signed off on the edge certifying it was okay to ship the cars to dealers. the first ones were being loaded into the train in canada as they spoke. now the test driver had reported a griping noise coming from the suspension. technicians had examed the

vehicle in the field but were unable to determine what the problem is. we don't know what it is, but we need to hold the cards until we find out. the edge was ford's next big thing. the cross over at the industry's hottest new segment. fields new that delaying the launch might down the grasp of the ceo. but shipping a vehicle with the potentially serious problem was certain to do that. it was the ends of the year, the time when ford executives traditionally pulled out all the stops and pulled out all quarters to hit the sales target. mulally made it clear he did not want any vehicles shipped that weren't ready. okay, hold the launch. i don't like it. but i want to safe rather than sorry. it was a tough decision, but fields now faced a tougher one. it was one thing to delay a launch. telling everyone about it in the next thursday meeting was something else entirely. before mulally it would have

been throwing meat at the shark's waters. he would have been ripped to sheds. he thought it might be nothing before anyone noticed the delay. then again, maybe not. late that wednesday, fields was going over slides with the new head of manufacturing with joe hendricks, when the product program slide popped up on the screen, hendricks looked stun. ed. he pointed to the red box next to the ford edge. are you sure you want to show that? joe, is it red, yes. we're going to call it like it is. as his turn approach the next day. fields figured he had a 50-50 chance of walking out of the room with the job. by now he assumed he was going to lose it anyway. somebody has to figure out if guy is for real. if i go out, it might as be in a blaze of glory. fields began his overview of the

business environment and the americans. he called for the slide showing the region's football. then there was one on the programs. tried to be notch lant. on the ford edge were in red. you can see it there, we're holding the launch. there was dead silence. everyone turned toward fields. so did mulally, who was sitting next to him. dead man walking thought one of his peers. i wonder who will get the americas said another. suddenly someone started clapping. it was mulally. mark, that is great visibility he deemed. who can help mark with this. send some of his quality exteeters there right away. tony brown vice president said he would contact the relevant supplies asking them to check their components. now we getting someone mulally said. he would call it the defining moment in ford's turn around. he always believed he could save. now he knew he would.

all he needed was a plan and as many people know he put his plan together on a card. it was simple. it was aggressively restructure the company to profitably to operate profitably at the current demands. accelerate the development of new cars and trucks that people actually want. finance the plan, and work together as a team. and the rest of the book pretty much tells the story of how they did that, and how they were able to use that to get through this recent crisis without taking a taxpayer bailout. without going and asking washington to fix their problems for them. doing it themselves the olds fashion oned way. that's "american icon." [applause] with that, i'll take any questions that anybody might have. >> guest: was ford's oemss are

trying to become global in ford's efforts in asia and in south america, and europe. where do you see ford? what's your opinion how are they when they stack them up? >> guest, you know. a big part of mulally's turn around strategy was bringing the company's global operations together. ford operated as a separate company around the world almost since the founding. now it's operating more as one company. there's a couple of problems. ford was late to the game in asia. they have a lot of ground to make up particularly in china which is going to pass the u.s. soon to become the biggest car market in the world. and europe is become a problem for all automakers even the european automakers. europe is going through what the u.s. was going through a few years ago. the debt crisis there is -- their economy is collapsing. people are scared to buy cars and spend thatch money ford is struggling with the rest of the industry in europe right now to old it's own.

the thing is, i think it's important to recognize that all of ford's problems haven't gone away. but the problems that it's dealing with today, are the problems that any company tale deals with in the course of doing business. it's not fighting for its life. it's not dealing with the same problems that held it back for decades. it's never seem to be able to overcome that's what's different now. >> irony that was in the beginning of the book regarding the breach. because ford brought in from frigid air from gem mint in breech's book. let me back up. the irony is the aircraft industry. when breach left ford, he went to twa, and put twa on the map. but when breach came to ford, and breach's book, he quotes, he says to about himself. the best thing that happened to

ford motor was the day they hired earn any r. breach. does mulally at any one of the time at your interview suggest that the best thing that ever happened to ford moted or it knows that the day they hired mulally. >> i think he knows it. if he hadn't come in, the company was going to go out of business. but it's kind of funny. you know, i think one of the points i try to make in this book. it's a bit of a paradox. ford wasn't saved because a guy road into town on a white house. horse. a lot of things that mulally did to turn it around. they were plans that other people had come up. they were trying to implement. on the other hand, if he hadn't ridden into town on a white horse. ford wouldn't have been saved. those plans never would have come in the time that ford left. i don't know at one point at interviewing people for the book. i was talking with derrick the head of product development for

ford. he had the whole kind of strategy for globalizing product development in place before mulally came on the scene. he couldn't get anyone to take him seriously and listen to the plan. but they started down this road already. but i asked him, i said derrick, what would have happened if mulally hadn't shown up. , you know, would you have have made it or run out of money first? and he was quiet because he said i don't know. i don't know so i think that's i think that's how you have to look at it. >> guest: yeah. i'm a ford engineer. i'm thanksful that the engineer saved ford motor company and he's not a bean counter. but i have two questions, if you could. what's your comment on the appropriateness of his compensation. did you ask him why he didn't move his family here. >> guest: sure. it's fun you you talk about a

engineer saving ford. the first time i ever interviewed alan was when he came to detroit to meet with us at the detroit news. i'll never forget as we were walking out, after the interview, he said, let me tell you something, he said, engineers are the source of all value creation in this company. bean court counters don't create anything. you have to keep in mind. he was talking about how he was going to empower the jeers. chp i'm sure you experienced firsthand. but, you know, those are good questions. had he is one of the highest paid executives. he is the highest paid executive in the auto try. industry i've asked him about that. he believes it's a testament to his value that he's contributing to the company. on the other hand, you know, a lot of people lost their jobs over this period restructuring, as you know. and i don't know i think it's hard for him for people to see

him making so much money. as far as moving his family, you know, i think that's a good question. to be honest, he's a seattle guy. he spent thirty years of his life at boeing. when he's done here he's going go back to seattle and retire. that's his home but, you know, he knew he was coming here to do a job, and when he's done, he's going home. anyone else? >> in your interviews with mulally knowing he game from boeing and all that went on with boeing and his previous boss is now in jail. -in your conversations with him, did you ask or did he somehow indicate that he was upset with losing the top dog job at boeing? because my understanding from reading 21st century jet about

the 7777. he tried to fight for the job and he got set aside. >> i'll be honest. if you ask him that question, which i have. he'll tell you he's not. that he's happy how thinged worked occupy. i think he is. everybody thought he was next in line to take over as the ceo of bowing. the reason that he didn't become the ceo of bowing is because the in part because the former head of boeing who was his boss he had nothing to do with, was involved in a crorpg scandal with the pentagon. and the pentagon didn't want to have that cloud lingering over them. they made the future business of boeing is bringing in an outsider. i think that stung. this is a guy that who everybody thought saved the company. and he didn't get the top job. if he had, he would be here and not there and not here.

for the began economy, i think it's a good thing he didn't. anybody else? yeah. >> a quick question about alan's relationship with the detroit area how he feels he's like, you know, does i had have heart in this area or more in seattle. because i've lived in both places, i grew up here and i was born here. lived in seattle, and, you know, experienced the technology scene there. and i see that area as being -- it should be very influential to detroit. but when you come here, i mean, there's joust differences that i can see why he would want to stay there if he lives there. and has his kids in schools there. how does he somehow transfer some of that to the detroit area. have you talked to him about how he could do that? >> i think it's clear to fix ford not fix detroit. and, you know, i think that he certainly sees that a stronger

ford benefits the local area. but i mean, it's true, his reason he came here was to fix ford. but he also -- >> if you received any response from the ford management for mulally all the way down? >> i have. i talked with pretty much everybody in the book. i say to sum it up. there's one thing in the book that everybody doesn't like. it's different with everybody. overall they think it does a good job of telling the ford story. it's uncomfortable to be entered into scrutiny. i told all of the people that were talked about in the book, you know, i thought it was important to be honest and look at the thing in an entirety. >> back on her question. who did bob king and ron think of the book? >> guest, you know, i haven't heard from bomb or ron.

but the uaw is a big part of the book what the uaw did with mulally to change the rules of the game and allow ford to build cars in this country profitably was key to turning this company around and getting it to where it is today. >> wait for the microphone. >> i was wondering, it was no surprise that to people in the industry that the auto business was very inefficient and uncompetitive, and the fact that the government was able to turn around so quickly i think is evidence that they brought in people in the investment business. well, why do you -- do you have an opinion as to why

it took so long for are bill ford to find somebody that could handle the job? >> guest: well, i think it's because -- i think it did take an outsider to come in and really take a hard look at problems that all of these companies were facing. you know, the way i like to explain it to people is, and i know a lot of executives who tried to save ford and other companies beforehand. it's like people were under the hood, you know, kind of tightening the belts and change the spark plugs. nobody believed you could pull the engine out and rebuild it from top to bottom without killing the enterprise. mulally didn't know that. he saw it didn't work. he was like we're going fix it. i remember his first interview a lot of people said what do you

know about the car business. you build airplanes why should people think you're going to be able to fix this. he said, you know, i don't know anything about how droilt works but i know it doesn't work. i think that was key. and you talk about gmand being saved. the interesting thing just as an antedote. i talked to someone in the meeting with the government automobile task force in charge of saving them. they wept to a meeting there shortly after the government bailed out those companies. and on the wall in the meeting room was alan mulally's plan. basically, this card was on the walling, and they were using it as a road map for fixes gm and chrysler. if a lot of the learnings that came from ford's turn around were afullied to gm. a lot of is doing exactly what was done at ford.

one more. last question. >> i know you're saying about how ford mulally came to ford to fix ford and not detroit. but if you think about it, he really has to fix detroit as well or he'll lose the capabilities that are in this area. if detroit is so close to the crucial bankruptcy, you know, the highering of city manager, or whatever that deal is, don't you feel if you were to lose that capability in droilt, he would lose a lot of his technology and, you know, just engineering resources here? that are so localized here? >> i think if you look at all of the company, i think they want to see michigan be strong. they want to see, you know, all of michigan be strong. not just detroit. ford doesn't have a lot of operations in detroit. but the whole region and the whole, you know, needs to be strong to support the companies for education, through job training. right now there's a chronic sort

age of engineers things like that. even getting people with the skills to work on the assembly lines. these are not easy jobs that can be filled with people without the right training. obviously fixing the problems of the southeast began and michigan as a whole are critical to the sustainability of the auto industry. i think that -- i don't want to keep people who want to get their booked signed waiting too long. thank you for coming and thank you for your questions. thank you for watching. [applause] for more information visit the author's website bryce hofman.com. on april 11th the u.s. department of justice finalled an ain't trust lawsuit against apple and book published harper collins over coluges and the prices of e books. three of the publishes harper

collins and simon and shuster have agreed to settle. for a detailed article about the lawsuit, visit book tv.org. under news about books. and for breaking publishing news follow us on twitter at book tv. the pope has a very famous way of being determined to be dead. that's what the camera lingo which is a cardinal level post. and the pope hand picked this person. this person decided when the pope is dead, he gets him three times in the head with the silver hammer and calls out his bap advertise mall name three times. they get from the romans. even today, the pope isn't dead until the camera lingo says he's dead. tonight at 10:00 m ever changing brings of death and the business of organ harvesting is blurring that.