ntly as possible that his ice deliveries were no longer needed. Then she asked him if he would like some iced tea and to sit a minute.

As clearly as I remember anything in my youth, I remember that conversation. Herb knew the inevitable march of progress and technology; in this case a 12 cubic foot Frigidaire, meant that he was soo

The past few weeks have presented nothing but bad news for the formerly world leading American automobile industry. Henry Ford must be rolling over in his tomb. Alfred Sloan, the architect of the multi-division General Motors juggernaut, is a very sad “car guy” in the sky these days. Plant closings, huge employee layoffs, lost market share and horrid fiscal performance indicate that the “big three” (including Daimler-Chrysler) are in big trouble. They must change, and change is not pleasant for huge business complexes, or for employees, suppliers or customers.

This brings to mind a change that occurred right before my eyes as a small boy growing up in Kentucky. Several times each week, a horse drawn ice wagon would pull up in front of our little house and deliver block ice. The iceman was named Herb. My mother would always pleasantly greet Herb and they would exchange small talk, how about that the Reds game last night or the nice weather we were enjoying. Herb was a hard working and very nice man. And then, one day this regular ritual in our lives abruptly ended.

My parents bought a refrigerator. The hand delivered block ice that was essential to keep the old icebox cool was no longer needed. My mother was very concerned about the effect our new wonder appliance would have on Herb. She met him in the yard and told him as gently as possible that his ice deliveries were no longer needed. Then she asked him if he would like some iced tea and to sit a minute.

As clearly as I remember anything in my youth, I remember that conversation. Herb knew the inevitable march of progress and technology; in this case a 12 cubic foot Frigidaire, meant that he was soon

re and horrid fiscal performance indicate that the “big three” (including Daimler-Chrysler) are in big trouble. They must change, and change is not pleasant for huge business complexes, or for employees, suppliers or customers.

This brings to mind a change that occurred right before my eyes as a small boy growing up in Kentucky. Several times each week, a horse drawn ice wagon would pull up in front of our little house and deliver block ice. The iceman was named Herb. My mother would always pleasantly greet Herb and they would exchange small talk, how about that the Reds game last night or the nice weather we were enjoying. Herb was a hard working and very nice man. And then, one day this regular ritual in our lives abruptly ended.

My parents bought a refrigerator. The hand delivered block ice that was essential to keep the old icebox cool was no longer needed. My mother was very concerned about the effect our new wonder appliance would have on Herb. She met him in the yard and told him as gently as possible that his ice deliveries were no longer needed. Then she asked him if he would like some iced tea and to sit a minute.

As clearly as I remember anything in my youth, I remember that conversation. Herb knew the inevitable march of progress and technology; in this case a 12 cubic foot Frigidaire, meant that he was soo

eral times each week, a horse drawn ice wagon would pull up in front of our little house and deliver block ice. The iceman was named Herb. My mother would always pleasantly greet Herb and they would exchange small talk, how about that the Reds game last night or the nice weather we were enjoying. Herb was a hard working and very nice man. And then, one day this regular ritual in our lives abruptly ended.

My parents bought a refrigerator. The hand delivered block ice that was essential to keep the old icebox cool was no longer needed. My mother was very concerned about the effect our new wonder appliance would have on Herb. She met him in the yard and told him as gently as possible that his ice deliveries were no longer needed. Then she asked him if he would like some iced tea and to sit a minute.

As clearly as I remember anything in my youth, I remember that conversation. Herb knew the inevitable march of progress and technology; in this case a 12 cubic foot Frigidaire, meant that he was soo

. And then, one day this regular ritual in our lives abruptly ended.

My parents bought a refrigerator. The hand delivered block ice that was essential to keep the old icebox cool was no longer needed. My mother was very concerned about the effect our new wonder appliance would have on Herb. She met him in the yard and told him as gently as possible that his ice deliveries were no longer needed. Then she asked him if he would like some iced tea and to sit a minute.

As clearly as I remember anything in my youth, I remember that conversation. Herb knew the inevitable march of progress and technology; in this case a 12 cubic foot Frigidaire, meant that he was soo

ntly as possible that his ice deliveries were no longer needed. Then she asked him if he would like some iced tea and to sit a minute.

As clearly as I remember anything in my youth, I remember that conversation. Herb knew the inevitable march of progress and technology; in this case a 12 cubic foot Frigidaire, meant that he was soon to be looking for another line of work. It was sad. He was very matter of fact and my mother tried to be encouraging. Over the next few months we saw Herb in the neighborhood less and less. Within six months the ice Company was out of business.

Accept Change or Get Run Over

Like the barrel industry, the bicycle industry or dozens of other formerly thriving business segments, the ice delivery service, and now the American automobile industry was forced to change business models. If change were not embraced, indeed aggressively pursued, industry subsets would be superceded by new upstarts and technologies. “The Big Three” still have an opportunity to adjust to new market realities, but they will have to be relentless in the pursuit of economies, creativity and changing cumbersome bureaucratic business cultures.

Change is short-term pain. Managers will be significantly fewer. Blue-collar workers will not earn $65,000 plus per year for unskilled labor in new jobs. Communities will undergo brisk changes in tax revenues, real estate prices and shopping patterns. College plans will be upset. Retirement dreams will be delayed, in some cases destroyed. Parts suppliers will be pressed on pricing. And yet, the future for all effected parties can, and should, be bright.

Since the Luddites in the mid-19th century attempted t