General Motors is run by Chair and CEO Mary Barra and a small group of executive officers, and it reports its business through three segments: GM North America (GMNA), GM International (GMI) and GM Financial. The four brands, Chevrolet, Buick, GMC and Cadillac, sit inside the automotive segments rather than being separate divisions, and Corporate holds central costs. At 31 December 2025 GM employed about 155,000 people, 119,000 of them in GMNA.
Mary Barra has been CEO since January 2014 and Chair since January 2016. GM's 10-K lists seven executive officers as of 27 January 2026, including President Mark Reuss, CFO Paul Jacobson, Global Markets head Rory Harvey and Chief Product Officer Sterling Anderson.
02
Product built once, sold by region
Sterling Anderson, who joined in 2025 from Aurora Innovation, runs Global Product as Executive Vice President. Rory Harvey has been Executive Vice President and President, Global Markets since 2024, so product creation and selling sit under two global leaders.
03
Three reporting segments
GMNA serves North America and GMI serves customers outside it, both with the Buick, Cadillac, Chevrolet and GMC brands. GM Financial lends and leases. In 2025 GMNA had total net sales and revenue of $154.3 billion, GMI $13.4 billion and GM Financial $17.1 billion, out of $185.0 billion for GM.
04
China through joint ventures
In China GM works through equity stakes in joint ventures that sell Baojun, Buick, Cadillac, Chevrolet and Wuling vehicles. Their results show up as equity income inside GMI, not as revenue.
What changed in 2025-26
Cruise folded into GMNA
GM stopped funding Cruise’s robotaxi work in December 2024. In February 2025 it began winding down robotaxi operations and combined the GM and Cruise autonomous teams inside GMNA, to focus on autonomy for personal vehicles.
Eyes-off driving and a new computer
On 22 October 2025 GM said it will introduce eyes-off driving on the Cadillac ESCALADE IQ in 2028, starting on highways. Both that system and conversational AI will run on a next-generation centralised computing platform, also debuting in 2028.
Gemini in existing cars
On 28 April 2026 GM said Google Gemini would roll out to model year 2022 and newer Cadillac, Chevrolet, Buick and GMC vehicles with Google built-in, with about 4 million vehicles in the U.S. eligible.
A smaller board and a new exchange
After the June 2026 annual meeting the board went from 11 directors to 10. On 26 October 2026 the board approved moving GM’s listing from the NYSE to Nasdaq, with trading there expected from 17 November 2026 under the same symbol, GM.
GM's segments, 2025 (10-K)
GM North America (GMNA)
What it coversVehicles for North American customers; now also the autonomy teams
2025 figures$154.3 billion revenue; $10.5 billion EBIT-adjusted; about 119,000 staff
GM International (GMI)
What it coversVehicles for customers outside North America, plus China joint ventures
2025 figures$13.4 billion revenue; $737 million EBIT-adjusted; about 28,000 staff
GM Financial
What it coversAuto loans, leases and dealer financing
2025 figures$17.1 billion revenue; $2.8 billion EBT-adjusted; about 9,000 staff
Corporate
What it coversCentral costs, interest, taxes and items outside a segment
2025 figuresNot a reportable segment
Cruise (wound down)
What it coversFormer robotaxi business; tech combined into GMNA in 2025
2025 figuresWinding down since February 2025
What it means for you
Read GM's results segment by segment: GMNA earns most of the profit, so North American trucks and SUVs drive the numbers.
Treat China separately: it shows up as equity income from joint ventures inside GMI, not as sales.
If you sell to GM, map both lines: Global Product decides what gets built, Global Markets decides how it is sold.
Watch the 2028 computing platform: eyes-off driving and the in-car assistant both depend on it.
When you design your own company, note the split: one global product organisation, regional selling and a separate finance arm.
The Business Engineer lens
GM’s structure keeps one global product organisation and puts autonomy, software and AI inside the North American business instead of a separate company. The Business Engineer reads this as a bet that physical AI is won by the firm that already owns the vehicles, the data and the customer.
GM reports three segments: GM North America, GM International and GM Financial. Chevrolet, Buick, GMC and Cadillac are brands sold through the automotive segments.
Who runs General Motors?
Mary Barra is Chair and CEO. Her executive officers include President Mark Reuss, CFO Paul Jacobson, Chief Product Officer Sterling Anderson and Global Markets President Rory Harvey (10-K, 27 January 2026).
How many people work at GM?
About 155,000 at 31 December 2025: roughly 119,000 in GMNA, 28,000 in GMI and 9,000 at GM Financial.
What happened to Cruise?
GM stopped funding Cruise's robotaxi work in December 2024 and in February 2025 combined the GM and Cruise autonomous teams inside GMNA to focus on personal vehicles.
The complete explainer, cleaned up and reformatted for mobile.
General Motors employs an organizational structure underpinned by multiple regional divisions. As a global car seller, this helps the company account for differences between the various markets it operates in. Each division also oversees support functions such as finance, information systems, purchasing, and logistics.
A secondary component of GM’s organizational structure is the two business-type divisions of GM Automotive and GM Financial. The former houses each regional division, while the latter pertains to vehicle leasing, financing, maintenance, and insurance.
GM is also supported by numerous corporate, function-based groups that are headed by a so-called Corporate Officer. Some of these groups include GM China, Global Information Technology, Accounting Services, and Global Communications. The Board of Directors is chaired by CEO Mary Barra.
Global Product Development
Type of StructureFunctional Structure
Structure Details– The Global Product Development division follows a functional structure, organized by specific functions such as engineering, design, and research and development. Teams focus on designing and developing vehicles, components, and technologies.
Advantages– Efficient utilization of specialized skills in product development. Clear functional roles and responsibilities.
DrawbacksPotential challenges in coordinating cross-functional efforts. May result in siloed operations and slow decision-making in complex projects.
Manufacturing and Supply Chain
Type of StructureDivisional Structure
Structure Details– Manufacturing and Supply Chain is organized into divisions or business units responsible for manufacturing operations in different regions or for specific vehicle types. Each division oversees its manufacturing plants, logistics, and supply chain operations.
Advantages– Tailored approach to manufacturing needs in various regions. Quick response to specific market demands. Specialization in manufacturing processes.
DrawbacksPotential coordination challenges between divisions. May result in duplication of efforts or inefficiencies in supply chain management.
Sales, Marketing, and After-Sales
Type of StructureDivisional Structure
Structure Details– This division operates with a divisional structure, focusing on regional sales and marketing activities. It includes divisions responsible for North America, Europe, Asia, and other regions. Each division develops marketing strategies, manages dealerships, and handles after-sales services.
Advantages– Customized marketing strategies for different regions and customer preferences. Quick adaptation to regional market conditions. Specialization in sales and after-sales services.
DrawbacksPotential coordination challenges between regional divisions. May lead to variations in marketing and sales strategies across regions.
Finance and Accounting
Type of StructureFunctional Structure
Structure Details– Finance and Accounting functions follow a functional structure, with specialized teams for financial reporting, auditing, and financial planning and analysis. Each team handles financial matters, including budgeting, financial reporting, and risk management.
Advantages– Efficient management of financial resources and reporting. Specialized expertise in financial matters.
DrawbacksPotential challenges in cross-functional collaboration with other business units. May not align with specific business divisions.
Research and Development
Type of StructureFunctional Structure
Structure Details– The Research and Development division operates with a functional structure, with specialized teams focused on advanced research, innovation, and technology development. Teams work on future automotive technologies, such as electric vehicles, autonomous driving, and alternative fuels.
Advantages– Efficient focus on advanced research and technology development. Specialized expertise in cutting-edge automotive technologies.
DrawbacksPotential challenges in coordinating research efforts across different technology areas. May not align with specific business divisions.
Information Technology
Type of StructureFunctional Structure
Structure Details– Information Technology functions follow a functional structure, with specialized teams for IT operations, software development, and cybersecurity. Each team manages IT systems, software applications, and digital initiatives across the organization.
Advantages– Efficient management of IT resources and cybersecurity. Specialized expertise in IT operations and software development.
DrawbacksPotential challenges in cross-functional collaboration between IT and business units. May not align with specific business divisions.
Human Resources
Type of StructureFunctional Structure
Structure Details– The Human Resources function operates with a functional structure, focusing on HR-related functions such as talent acquisition, talent development, and employee relations. Teams handle HR matters across the organization.
Advantages– Efficient management of human resources and talent-related activities. Specialized expertise in HR functions.
DrawbacksPotential challenges in cross-functional collaboration with business units. May not align with specific business divisions.
Legal and Compliance
Type of StructureFunctional Structure
Structure Details– The Legal and Compliance functions follow a functional structure, with specialized teams for legal matters, regulatory compliance, and risk management. Each team manages legal and compliance issues across the organization.
Advantages– Specialized focus on legal and compliance matters. Efficient handling of legal and regulatory issues.
DrawbacksPotential challenges in coordinating legal and compliance efforts across different business units. May not align with specific business divisions.
Introduction
General Motors is an American multinational vehicle manufacturer headquartered in Detroit, Michigan, and founded by William C. Durant, Charles Stewart Mott, and Frederic L. Smith in 1908.
General Motors organizational structure refers to the hierarchical corporate framework that governs GM's operations across three reporting segments (GM North America, GM International and GM Financial) and four core brands: Chevrolet, Buick, GMC, and Cadillac. The structure includes executive leadership, regional operations, and functional departments managing manufacturing, engineering, marketing, and financial operations under CEO Mary Barra's centralized leadership model.
Below we will explain this divisional structure and some other aspects of the GM organizational structure in more detail.
Regional divisions
As a global company, General Motors utilizes regional divisions to help it account for differences between one geographic market and the next.
There are five such divisions
GMNA – General Motors North America.
GMI – GM International, serving customers outside North America (China through joint ventures).
Each division has a regional headquarters which liaises with company headquarters in the United States. One characteristic of this divisional structure is interdepartmental competition, with several GM brands competing against each other in the same market.
After the Global Financial Crisis, however, the company was forced to accept a government bailout and institute a massive restructuring program. Many unprofitable brands were retired and each division was afforded more autonomy to market to particular consumer preferences. Each division now also oversees support functions such as finance, information systems, purchasing, logistics, corporate communications, and human resources,
Business-type divisions
General Motors is also structured around two business-type divisions
GM Automotive – which houses the GMNA and GMI segments noted above, and
GM Financial – this incorporates a broad range of financial services including fleet leasing, consumer vehicle finance, dealer financing, commercial and vehicle insurance, and car and truck extended service contracts.
Corporate, function-based groups.
The company is also underpinned by multiple corporate, function-based groups that are headed by a Corporate Officer.
These groups include
Global Communications.
Tax.
Global Human Resources.
Global Business Solutions.
Global Manufacturing and Sustainability.
Global Information Technology.
Global Product Development, Purchasing, and Supply Chain.
Strategy and Innovation.
Accounting Services.
GM China.
North America.
Global Public Policy.
General Motors’ Board of Directors is chaired by Chair and CEO Mary T. Barra; it has 10 directors after the June 2026 annual meeting.
Comparison with Ford
Similarities: Both GM and Ford use a matrix structure that combines functional and divisional elements, allowing flexibility and responsiveness within global operations. Both companies emphasize strong brand management within their divisional setups.
Differences: Ford tends to centralize decision-making more than GM, focusing on global product lines and efficiencies, which can sometimes slow responsiveness to local market nuances. GM, conversely, allows more autonomy to its regional and divisional leaders, potentially enhancing adaptability.
Implications: GM’s approach might provide better localized customer service and quicker adaptation to market changes, while Ford’s centralized model might achieve higher efficiencies and more cohesive brand strategies across markets.
Comparison with Toyota
Similarities: Toyota and GM both integrate functional and divisional aspects in their structures, with a strong focus on engineering and manufacturing excellence.
Differences: Toyota employs a more pronounced lean manufacturing and continuous improvement philosophy (Kaizen) throughout its structure, which permeates all levels of the organization. GM has been traditionally more hierarchical, although it has been moving towards greater flexibility.
Implications: Toyota’s approach fosters a culture of incremental innovation and efficiency that is deeply embedded in its operations, potentially leading to higher operational efficiencies than GM. GM’s less rigid structure might allow for faster strategic shifts and potentially quicker innovations in new technologies like electric vehicles.
Comparison with Volkswagen
Similarities: Like GM, Volkswagen operates a complex matrix with a significant number of brands under its umbrella, requiring a balance between brand autonomy and strategic cohesion.
Differences: Volkswagen’s structure is even more complex due to its broader brand portfolio, which includes a range of luxury, commercial, and passenger vehicles. This complexity can sometimes result in inefficiencies and a diluted focus compared to GM’s more streamlined brand portfolio.
Implications: GM’s somewhat simpler structure could lead to clearer brand identities and more focused market strategies. However, Volkswagen’s diverse brand range allows it to cover multiple market segments simultaneously, potentially reaching a broader customer base.
Key Highlights
Regional Divisions: General Motors employs a divisional organizational structure with multiple regional divisions to account for variations in different markets. Its automotive segments are GMNA (North America) and GMI (International).
Autonomy and Competition: After the Global Financial Crisis, GM restructured its divisions to provide more autonomy in marketing and cater to specific consumer preferences. Interdepartmental competition emerged as various GM brands competed against each other in the same markets.
Support Functions: Each regional division oversees support functions like finance, information systems, purchasing, logistics, corporate communications, and human resources. This ensures efficient and coordinated operations across the company.
Business-Type Divisions: GM has two primary business-type divisions: GM Automotive, which encompasses the regional divisions, and GM Financial, responsible for various financial services including vehicle leasing, financing, and insurance.
Corporate, Function-Based Groups: GM is supported by several corporate, function-based groups led by Corporate Officers. These groups cover diverse areas such as global communications, human resources, manufacturing, information technology, product development, purchasing, and more.
Board of Directors: General Motors’ organizational oversight includes a Board of Directors (10 directors after June 2026), with CEO Mary T. Barra serving as the Chair.
Adaptation to Change: GM’s divisional structure allows it to adapt to market changes by tailoring strategies to regional preferences and demands, fostering competitiveness among its brands.
Complex Operations: With its global presence and diverse business units, GM’s organizational structure enables effective coordination and management of operations across various regions and functions.
In a functional organizational structure, groups and teams are organized based on function. Therefore, this organization follows a top-down structure, where most decision flows from top management to bottom. Thus, the bottom of the organization mostly follows the strategy detailed by the top of the organization.
In a flat organizational structure, there is little to no middle management between employees and executives. Therefore it reduces the space between employees and executives to enable an effective communication flow within the organization, thus being faster and leaner.
OpenAI is an artificial intelligence research laboratory that transitioned into a for-profit organization in 2019. The corporate structure is organized around two entities: OpenAI, Inc., which is a single-member Delaware LLC controlled by OpenAI non-profit, And OpenAI LP, which is a capped, for-profit organization. The OpenAI LP is governed by the board of OpenAI, Inc (the foundation), which acts as a General Partner. At the same time, Limited Partners comprise employees of the LP, some of the board members, and other investors like Reid Hoffman’s charitable foundation, Khosla Ventures, and Microsoft, the leading investor in the LP.
Airbnb follows a holacracy model, or a sort of flat organizational structure, where teams are organized for projects, to move quickly and iterate fast, thus keeping a lean and flexible approach. Airbnb also moved to a hybrid model where employees can work from anywhere and meet on a quarterly basis to plan ahead, and connect to each other.
The Amazon organizational structure is predominantly hierarchical with elements of function-based structure and geographic divisions. While Amazon started as a lean, flat organization in its early years, it transitioned into a hierarchical organization with its jobs and functions clearly defined as it scaled.
The Coca-Cola Company has a somewhat complex matrix organizational structure with geographic divisions, product divisions, business-type units, and functional groups.
Costco has a matrix organizational structure, which can simply be defined as any structure that combines two or more different types. In this case, a predominant functional structure exists with a more secondary divisional structure.
Costco’s geographic divisions reflect its strong presence in the United States combined with its expanding global presence. There are six divisions in the country alone to reflect its standing as the source of most company revenue.
Compared to competitor Walmart, for example, Costco takes more a decentralized approach to management, decision-making, and autonomy. This allows the company’s stores and divisions to more flexibly respond to local market conditions.
Dell has a functional organizational structure with some degree of decentralization. This means functional departments share information, contribute ideas to the success of the organization and have some degree of decision-making power.
eBay was until recently a multi-divisional (M-form) organization with semi-autonomous units grouped according to the services they provided. Today, eBay has a single division called Marketplace, which includes eBay and its international iterations.
Facebook is characterized by a multi-faceted matrix organizational structure. The company utilizes a flat organizational structure in combination with corporate function-based teams and product-based or geographic divisions. The flat organization structure is organized around the leadership of Mark Zuckerberg, and the key executives around him. On the other hand, the function-based teams are based on the main corporate functions (like HR, product management, investor relations, and so on).
Goldman Sachs has a hierarchical structure with a clear chain of command and defined career advancement process. The structure is also underpinned by business-type divisions and function-based groups.
Google (Alphabet) has a cross-functional (team-based) organizational structure known as a matrix structure with some degree of flatness. Over the years, as the company scaled and it became a tech giant, its organizational structure is morphing more into a centralized organization.
IBM has an organizational structure characterized by product-based divisions, enabling its strategy to develop innovative and competitive products in multiple markets. IBM is also characterized by function-based segments that support product development and innovation for each product-based division, which include Global Markets, Integrated Supply Chain, Research, Development, and Intellectual Property.
McDonald’s has a divisional organizational structure where each division – based on geographical location – is assigned operational responsibilities and strategic objectives. The main geographical divisions are the US, internationally operated markets, and international developmental licensed markets. And on the other hand, the hierarchical leadership structure is organized around regional and functional divisions.
McKinsey & Company has a decentralized organizational structure with mostly self-managing offices, committees, and employees. There are also functional groups and geographic divisions with proprietary names.
Microsoft has a product-type divisional organizational structure based on functions and engineering groups. As the company scaled over time it also became more hierarchical, however still keeping its hybrid approach between functions, engineering groups, and management.
Nestlé has a geographical divisional structure with operations segmented into five key regions. For many years, Swiss multinational food and drink company Nestlé had a complex and decentralized matrix organizational structure where its numerous brands and subsidiaries were free to operate autonomously.
Nike has a matrix organizational structure incorporating geographic divisions. Nike’s matrix structure is also present at the regional and sub-regional levels. Managerial responsibility is segmented according to business unit (apparel, footwear, and equipment) and function (human resources, finance, marketing, sales, and operations).
Patagonia has a particular organizational structure, where its founder, Chouinard, disposed of the company’s ownership in the hands of two non-profits. The Patagonia Purpose Trust, holding 100% of the voting stocks, is in charge of defining the company’s strategic direction. And the Holdfast Collective, a non-profit, holds 100% of non-voting stocks, aiming to re-invest the brand’s dividends into environmental causes.
Samsung has a product-type divisional organizational structure where products determine how resources and business operations are categorized. The main resources around which Samsung’s corporate structure is organized are consumer electronics, IT, and device solutions. In addition, Samsung leadership functions are organized around a few career levels grades, based on experience (assistant, professional, senior professional, and principal professional).
Sony has a matrix organizational structure primarily based on function-based groups and product/business divisions. The structure also incorporates geographical divisions. In 2021, Sony announced the overhauling of its organizational structure, changing its name from Sony Corporation to Sony Group Corporation to better identify itself as the headquarters of the Sony group of companies skewing the company toward product divisions.
Starbucks follows a matrix organizational structure with a combination of vertical and horizontal structures. It is characterized by multiple, overlapping chains of command and divisions.
Tesla is characterized by a functional organizational structure with aspects of a hierarchical structure. Tesla does employ functional centers that cover all business activities, including finance, sales, marketing, technology, engineering, design, and the offices of the CEO and chairperson. Tesla’s headquarters in Austin, Texas, decide the strategic direction of the company, with international operations given little autonomy.
Toyota has a divisional organizational structure where business operations are centered around the market, product, and geographic groups. Therefore, Toyota organizes its corporate structure around global hierarchies (most strategic decisions come from Japan’s headquarter), product-based divisions (where the organization is broken down, based on each product line), and geographical divisions (according to the geographical areas under management).
Walmart has a hybrid hierarchical-functional organizational structure, otherwise referred to as a matrix structure that combines multiple approaches. On the one hand, Walmart follows a hierarchical structure, where the CEO (John Furner since 1 February 2026) is the only employee without a direct superior, and directives are sent from top-level management. On the other hand, the function-based structure of Walmart is used to categorize employees according to their particular skills and experience.
Gennaro Cuofano is a CRO and tech executive who has worked in AI since late 2015, starting with bringing NLP, natural-language generation, voice and chatbot products to the marketing industry. His background is in law and finance: he holds a Master's degree in Law and an International MBA with an emphasis on corporate finance (LUISS Business School and the University of San Diego, 2012), and worked as a financial analyst at a real-estate investment firm in San Diego and as an assistant controller. His work focuses on business model strategy, business engineering and, more broadly, structural analysis: how companies make money, read from their own filings. He created FourWeekMBA and leads research there and at The Business Engineer, his newsletter on AI and business strategy, with over 95,000 subscribers and more than 1,000 published analyses. His writing has also appeared on Entrepreneur (for example, How to Digitize a Family Business in Europe) and HackerNoon. Find him on LinkedIn and Substack. See how we source.
