Ford CEO Says the Company Is Done Trying to Build a Car for Everyone

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Farley’s comments reflect a broader strategic pivot away from the aggressive electric vehicle push that Ford once championed. Earlier this year, Ford had touted the F-150 Lightning electric pickup as a centerpiece for its battery-electric future. That plan has since been upended, with production of the all-electric Lightning ending in 2025. This decision accompanies a massive $19.5 billion charge tied to restructuring its EV business, primarily Model e, the division responsible for electric vehicles. This writedown underscores real financial pain from years of heavy investment without corresponding profits.

The shift comes as consumer demand for expensive EVs remains weak, particularly at price points above $50,000. Farley and other Ford executives have signaled that much of the company’s cash-burning electric lineup simply did not sell in volume and that the market’s adoption curve for EVs has been flatter than anticipated. Instead, Ford plans to reallocate investment toward hybrid vehicles, extended-range electrics, and more traditionally profitable trucks like the F-150 and commercial vans.

This change of direction also has real human and industrial consequences. In Kentucky, a battery plant built for EV production laid off all 1,600 workers as part of the shift away from manufacturing electric cars. Ford, however, is looking to refit this facility for battery storage products and other energy solutions to serve data centers and infrastructure projects. This move reflects a belief that the Blue Oval’s future lie within and beyond automotive assembly.

Despite these shifts, Ford won’t dare abandon electrification entirely. The company is still developing vehicles on its Universal EV Platform, a modular architecture designed to support a range of smaller and more affordable electric models. The timeline for profitability in the EV business has been pushed out to 2029, a slower trajectory than originally envisioned, but one that executives reckon is more realistic given current market dynamics.

Farley’s public statements also hint at a philosophical rethink about who Ford’s customers are and what they want. His assertion that Ford won’t make cars for everyone is not a retreat from mobility innovation but rather a recognition that a one-size-fits-all strategy may not be sustainable. The company is doubling down on areas where demand remains stronger, such as work-oriented vehicles and segments where it holds a competitive edge.

In parallel, Europe is emerging as a complex market for Ford. A new partnership agreement with Renault aims to maintain Ford’s van lineup and leverage shared expertise to compete more effectively overseas. That deal underscores the reality that global automotive competition today must blend cooperation with selective specialization.

Yet challenges remain. The pivot is bound to draw sharp reactions from the media and industry observers who see it as emblematic of the broader difficulties faced by legacy automakers in navigating the transition from internal combustion engines to electrification. Ford’s retreat could leave it vulnerable to rivals that maintain steadier EV commitments. On the other hand, prioritizing profitability and market realities over ideological adherence to electrification is pragmatic.

As 2025 draws to a close, Ford’s strategic redirection represents a reckoning not just for the Blue Oval but for the entire auto sector. Farley’s leadership is shaping a new vision of what Ford will build and who it will build those vehicles for. The company’s ability to balance tradition, innovation, and commercial viability in an increasingly volatile market will determine whether this pivot secures long-term success or merely forestalls deeper disruption.