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Frontiers April 2016 Issue

APRIL 2016 | 07 L E ADERSHIP M ESSAGE Shifting mindsets and behaviors We want an inclusive work environment where our diversity fuels innovation and we win and prosper together as one team oeing people build amazing products and deliver innovative solutions that connect, protect, B explore and inspire. But often our mindsets and culture—too bureaucratic, inwardly focused and political—get in the way of even greater achievements. Every day, Boeing teammates should experience a work environment where they are engaged and inspired to contribute their best efforts and ideas; where collaboration comes easily and diverse perspectives and experiences are embraced; and where they feel accountable for results, and their managers value their contributions. That kind of culture is the key to accelerating Boeing’s performance while ensuring job opportunities and our position as the world’s leading aerospace company. Changing deeply ingrained aspects of a culture is not easy, but it is possible if we commit to a course of intentionally shifting these mindsets and behaviors: • Actively pursue open dialogue and true collaboration as “One Boeing” to cut through complexity. To win in the marketplace, we must collaborate in a way that moves us forward. • Solve first for big, “high-impact” decisions, then empower others to execute the details with authority. • Evolve processes so their steps really help us deliver the right results; processes serve people, not the other way around. • Turn our emphasis to the prevention of problems—deliver first-time quality— instead of fixing them afterward. • Focus on a view of excellence that doesn’t accept trade-offs between schedule, cost and rate at the expense of quality and safety. Above all, the culture of Boeing should be inclusive, not just of different races and genders but also of ideas. Shifting our mindsets and behaviors is not so much to fix something broken as it is an opportunity to create the culture we want. To succeed, we need leaders at all levels who have the courage and vision to think and behave differently—and who make room for others to do so as well. As Boeing embarks on its second hundred years, the Executive Council— the company’s most senior leaders—and I have committed to enacting changes that move the culture forward as quickly as possible. One change has already come about: This year, eligible nonmanagement employees will have the ability to earn incentive awards based in part on their personal achievements. This shift represents an intentional move toward a performance-driven, instead of process-driven, culture where employees can see a strong link between their individual contributions and rewards. More changes are on the way. We can only build the performanceaccelerating culture we want at Boeing if we do it together. I’ll commit to questioning processes and why we do things “the way we’ve always done it.” I’m asking you to help as well: Embrace the changes I’ve mentioned above. Do things differently where you work. At Boeing, performance doesn’t only translate into numbers on a balance sheet but to engaged, inspired employees; a stellar reputation; and growth and prosperity. And it generates the innovations that will shape the course of history, as we have for the past 100 years. • Heidi Capozzi Senior vice president Human Resources PHOTO: BOB FERGUSON | BOEING


Frontiers April 2016 Issue
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