My response to the original question:
I don't know, what I do know is the management has a problem with approving blatantly bad design (timing chains running a water pump), being too tolerant of unreliable designs (DCT in the Focus), incapability to have a successful plan to make luxury divisions successful (Lincoln, Jaguar, Volvo, Aston Martin, even Mercury), questionable newer transmissions, and over reliance on the same segment of vehicles that nearly bankrupted them all 15 years ago.
It's the same problem GM and...the mutt company that owns Chrysler has. It goes back to leadership to make tough calls to say engineer or not that a water pump driven by a timing chain is a ridiculous idea with a history of problems and we are not going to do it. It takes leadership to look at problems like the DCT and decide if a design is that bad and cannot be fixed we need to just drop it and go with something we know is reliable and support our customers whom we failed. It takes leadership to choose the right number of divisions to invest in, how to split them to find segments in the market to fit into, and to compete successfully. It takes leadership to figure out why competitors and third party companies are able to build better transmissions than yourself and either fix the process or accept defeat and buy from the a vendor (and choosing which ones are the best for each market segment). It takes leadership to recognize that they still need cars that are fuel efficient and affordable for when the hard times hit.