Aerospace ISC senior leadership is operating in constant scramble mode, recycling old ideas instead of developing real solutions. They’re not even attempting to rebuild the slide decks or MOS frameworks — they’re simply pulling forward whatever was used years ago. HOS is the clearest example: if it had truly worked, sites would still be using it today.
Rather than listening to the people doing the work, they’re bypassing basic management‑of‑change discipline and issuing knee‑je-k directives with no data behind them. Every week brings a brand‑new ‘top priority’ metric — not because it drives improvement, but because it creates the illusion of action for the board. The pattern is unmistakable: constant metric churn, no sustained focus, and no measurable improvement. If the approach worked, we would see progress; the absence of improvement is the proof.
At some point, the new board of directors will have to acknowledge that the dysfunction originates in the first layers of executive leadership — and that nothing will improve until those tiers are addressed. The board must begin asking the hard questions and digging deeper to separate the leaders who can actually drive change from those clinging to outdated approaches and contributing nothing new.