MAY 2016 | 07 Is that the idea behind what you and other Boeing leaders have described as “de-risking this decade”? Yes. That effort really began several years ago when we decided to go with the 737 MAX rather than gamble with a higher-risk and higher-cost cleansheet small airplane. With the MAX, we can deliver a jet that is significantly more fuel-efficient than today’s 737 and we can get it to the customer sooner. Another way that we have de-risked our innovation is to take a “One Boeing” approach to leveraging our investments and spiraling in new technologies. You see this with the P-8 and KC-46 programs, where we harvested our commercial platforms to provide a proven and affordable solution that our competitors frankly could not offer. Does this approach signal how Boeing will address the possible “middle of the market” airplane? We can approach that market in a number of ways. First we have to understand what our customers’ needs are today and what they might be two, three decades from now. Then we have to analyze the prices customers are willing to pay, the required development costs and other factors to show the potential return on our investment. On the defense side of the company, how is Boeing investing in the future? Well, even during the downturn in domestic defense spending a few years ago, we continued to invest resources in defense and space projects. In fact, we invested more in research and development than any U.S. defense contractor. Recently, our Phantom Works and Network & Space Systems teammates unveiled Echo Voyager, an extra-large unmanned undersea vehicle that begins sea trials this summer. Also this year, we PHOTO: BOB FERGUSON | BOEING are putting resources into finalizing development of the KC-46A, the Space Launch System and other programs. Going forward, we have our eye on cyber, command and control, and unmannedtype capability, along with investments in extending existing platforms such as our rotorcraft business. What can employees do to support continued investments in innovation? Every employee can help, because our blueprint for funding our future depends on all of us delivering on our commitments and doing so more efficiently. When we improve productivity and first-time quality we generate more money to reinvest in research and development, and facility and equipment upgrades. The same is true when we improve the way we manage our inventory, which frees up cash for us to put to work. Finally, we can make our dollars count by taking a One Boeing approach, moving technology and expertise from one program or one site to another. That will help us become more efficient and ultimately get new capability more rapidly into the hands of our customers. • ILLUSTRATION: BOEING
Frontiers May 2016 Issue
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