“As good as we are, we’re not yet world-class in all that we do.” FEBRUARY 2016 | 07 capital, we compete with the world’s best global companies; as good as we are, we’re not yet world-class in all that we do. As we look to 2016 and beyond, I believe the potential for incredible discovery and amazing achievement is as great for us as it was for Bill Boeing and the other aerospace pioneers. I also believe that the goals and standards we set for ourselves should be equally as bold, visionary and inspiring as those set by our leaders a century ago. Our objective is to be the aerospace industry leader and what I call an “enduring global industrial champion.” This means delivering superior customer value, leading with innovation and a fully engaged team, driving productivity improvements to win in the market and fuel our investments, operating with global scale and depth, and generating consistent top-quartile shareholder returns. These are lofty, attainable goals. So how will we get there? Earlier this year, we rolled out a two-part strategy to Boeing leaders that calls for an extension of what we’re already doing well (build “strength on strength”) and challenges all of us to aspire even higher (“sharpen and accelerate” our pace of progress). The first part of the strategy— strength on strength—requires that we deliver on existing business and functional plans and customer commitments, and improve them where needed by leveraging our leadership foundation; reinforcing the fundamentals of functional excellence, disciplined execution and world-class innovation; and doubling down on our open and inclusive “One Boeing” culture. It also means continued focus on our strategic imperatives of delivering Commercial Airplanes growth and business continuity on a significantly larger scale; speeding Defense, Space & Security repositioning and extending existing platforms; expanding our international advantage; leveraging and growing services; driving innovation through focused enterprise research and development; aggressively managing financial strength; and empowering and deploying a new generation of leaders. The second part—sharpen and accelerate—demands that we stretch ourselves to grow faster, exceed our long-range business plans, and deliver world-class performance by sharpening our strategies to win and accelerating our pace of progress in three key areas: Best Team & Talent, Innovation & Growth and Performance & Productivity. In each area, we have foundations to build on such as our leadership investments, backlog and product and services portfolio, and corporate initiatives, as well as elements where we must still achieve step-change improvement, including design and manufacturing; growth in our services business and internationally; safety, quality and productivity; and enterprise systems. When we execute this secondcentury strategy as I know we can, we will position ourselves for continued market leadership; sustained top- and bottom-line growth; global differentiation; and innovation, development and manufacturing excellence—all made possible by the best team and talent across industry. Together, we will achieve our mission. Just eight months into my role as CEO, I continue to be humbled and energized by the opportunity to lead this great company and this exceptional team. We have a big year ahead of us in 2016 and a bold, challenging and inspiring vision for our future. We are stewards of Boeing’s incredible legacy, and I can think of no better team to entrust with this great responsibility in our second century. •
Frontiers February 2016 Issue
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