What Boeing needed to do 20 years ago, but unfortunately didn’t because of arrogant, clueless, and delusional leadership, based on the famous Bob Bogash “Not Acceptable” discussion by seasoned Boeing experts of the time:
- Failure to hold people accountable for meeting program schedules and milestones.
- Creating a matrix organizational structure that leads to confusion over responsibilities and Problem No. 1
- Fostering a "Yes-Man" environment under the guise of "Teamwork" inhibiting free voicing of legitimate program and technical concerns. Fear in the workplace in an atmosphere that preaches, indeed brags, about the lack of such.
- Foolishly discarding decades of systems knowledge, hard-won, in exchange for un-proven, often computerized systems, embraced for their so-called "newness" and hi-tech hype. Total failure to even recognize the value of legacy systems.
- Failing to recognize the high value of experience present in the seasoned workforce, replacing that knowledge with promises from in-experienced people who have to learn on-the-fly, and reinvent the wheel.
- A senior management without technical skills to sniff out problems, combined with the elimination of a layer of seasoned technical people who, in the past, have acted as advisers to make up for that deficiency.
- Embracing the corporate culture, and promoting people representing that culture, from a merger partner that was, in fact, a failing enterprise, with a long history of the sorts of problems that have now been transplanted into Boeing.
- Promoting people without skills, experience, or abilities to achieve some sort of politically correct employee 'face' for the business enterprise at the expense of complete loss of program execution capabilities.
- A very poor job of mentoring younger, less-experienced employees, and passing the baton from one generation to the next. This was especially exacerbated during the 1995 "early-out" mass retirement process.
- A total meltdown in our ability to manage our supplier base; to coordinate design and build requirements; to assist them in their execution; to monitor their progress in a timely manner; and to intervene in advance of a crisis.
Originally posted by @kui+1gSS5W0V.