Stiff question, your opinion, is this something that can be rectified without breaking up the company? I know they are a major contractor for the military but the civilian market keeps them running.
Leading change for an institution that encompasses the scope is a challenging matter. No matter how articulate and motivated the CEO might be.
Ref: “Leading Change” by John Kotter.
Certainly, the sense of urgency exists. I cannot believe there is a single Boeing employee who, at this point, does not recognize and understand the urgent need for change.
But, building a coalition, guiding transformation, getting buy in, removing barriers, creating short term wins, and all that, is going to be difficult.
If you have not read Professor Kotter’s book, I highly recommend it.
The problem with Boeing is that it is large, and entrenched. Middle management is solely focused on cost. Solely focused on extracting profit. The legacy of decades of that being the company’s priority.
How do you get them back to “building the best”?
It’s like turning a super tanker. You have to apply a lot of rudder, and be relentless in that rudder application in order to get that enormous ship to turn. It took a long time to get that ship on this course, and it will take a long time to get the ship onto a new course.
Do I think they can do it? Yes, but they need a leader. An articulate visionary and inspirational person.
Not just a CEO, and certainly not a manager.