LEADERSHIP MESSAGE 2014 Earning our way to customers’ loyalty, sustained success In 2013, Boeing employees around FLIGHT PLAN the world worked together to deliver on our commitments to customers and other key stakeholders while overcoming adversity and capturing new opportunities along the way. We achieved record business results, reached major milestones on our key development programs, retired risks, and advanced the product and services strategies that will enable our continued growth and provide jobs and careers for Boeing people for decades to come. This determined performance has set the pace for 2014 and beyond as we pursue our goal of leading the aerospace industry through our second century of innovation that begins in 2016. The ingredients of our success these past few years—in re-establishing our clear market leadership in com-mercial airplanes and in weathering a difficult defense, space and security environment—are the same strengths and strategies we’ll need to draw upon to sustain our performance and position in the years ahead. Fiscal and competitive pressures on our customers are steadily increas-ing. As a result, their expectations of us and the value we provide have never been higher. Our customers want more capability, more efficiency, more quality and more reliability, all for less money. At the same time, there’s a growing global list of high-quality, lower-cost providers of aerospace products and services that our customers can choose from—and leverage against us—for the best price. Our brand and reputation have been built upon the quality and performance of the products and services we have provided customers for generations. However, as we have learned through the results of recent competitions on both sides of our business, we are not automatically entitled to sustained success in our markets or the endless loyalty of our customers. We must earn both through the ever-increasing value and competitive advantage our innovation provides them to ensure they succeed in their markets or do their jobs better. Our existing competitors are as aggressive as our emerging com-petitors are hungry. Both want to take our market share—and the jobs and prosperity that go along with it—and they are getting better and more efficient to drive their success. This simply means that as good as we are today, we have to keep getting better—and do so faster—to preserve and extend our leadership position. With large addressable global markets, a record backlog, highly skilled and dedicated people, and competitively superior technologies and products, we are poised for another strong year in 2014—but it won’t be easy. In order to address the realities of this “more for less” world, our 2014 business plan includes aggressive goals for continued improvements in first-time quality, productivity, affordability, in-service 06 Frontiers February 2014 reliability, workplace safety and environmental performance. These goals apply to—and our efforts must focus on—the work done in our factories, offices and throughout our supply chain. Achieving them will challenge us to take all that we have done, and all that we have learned, and build upon it—to do our jobs safely and more efficiently; deliver our products and services on time, on cost and with the reliability we promised; to accept personal accountability for our work and share responsibility for the work of those around us; and to leverage the global strengths and capabilities of “One Boeing,” while adhering to the values and integrity that have long defined who we are as a company. Inspired by the achievements of 2013, I have the utmost confidence in our team and our future as we chart the course for our second century of aerospace leadership and build a bigger, better Boeing, together. n
Frontiers February 2014 Issue
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