British media: Boeing must "comprehensively reboot" corporate culture
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The British "Financial Times" published an editorial titled "Boeing: How to run a "national champion company"" on March 21. The compilation is as follows:
"If I'm not a Boeing, I'd rather not fly" has been Boeing's slogan for a long time. Today, not everyone agrees with this slogan.
Five years ago, two Boeing 737 MAX 8 passenger planes suffered air crashes one after another. Two months ago, a door of a Boeing 737 MAX 9 passenger plane fell off during flight. Now, Boeing's troubles appear to be intensifying. As the CEO of Southwest Airlines said: Boeing must "understand the problem and solve it."
The FAA said an audit of Boeing and its key suppliers found multiple incidents of alleged failure to comply with manufacturing quality requirements. The panel found a "disconnect" between Boeing's top managers and employees and safety procedures that were "inadequate and confusing."
Boeing aircraft delivery delays are affecting airlines and passengers. Airlines' trust in Boeing's management and its CEO, Calhoun, is being severely tested.
The source of the problem is clear at a glance. After acquiring McDonnell Douglas in 1997, Boeing's corporate culture changed, placing financial gains ahead of engineering prowess. The company has increased its reliance on parts suppliers and spun off some operations into separate businesses, with Boeing focusing on final assembly work. The FAA has entrusted Boeing with a large number of safety certification tasks for the 737 MAX passenger aircraft. Federal Trade Commission Chairman Lena Khan called Boeing a cautionary tale about the pitfalls of a "national champion." Turning Boeing into a "too big to fail" commercial aircraft monopoly reduces the pressure on companies to pursue innovation and superior performance.
In response to the problem, Boeing has not stood still. But in recent months, it has proven that Boeing still has a lot of room for improvement. To regain its vitality, Boeing should improve its quality assurance practices and rebuild relationships with suppliers. In short, it requires a complete reboot of corporate culture, starting with a complete overhaul of top management.
Calhoun stabilized the company and repaired relations with regulators after the 737 MAX 8 crash, but four years into his tenure at Boeing's helm, time is running out for him to prove he can solve problems. (Compiled/Zheng Guoyi)