Martin Brettenthaler’s Post

Is it just me or does this automatically make you think of a missing panel on a Boeing ✈️? Some might find this post funny, but it’s actually really scary how many recent examples of quality gaps we’ve seen that could have resulted in a massive loss of innocent passengers. It’s all about #revenue and #stock until #safety corner-cutting cracks start to trend virally on socal media, and then a #reputable #corporation like #boeing becomes a meme. #leadership #quality #standards #faa #exeutivecoaching

It takes a lot of guts to own up to a mistake and accept the consequences. Accountability is a crucial component of the C-Suite tool belt. Dave Calhoun, the embattled CEO of #Boeing, demonstrated the right leadership in dealing with the recent safety and quality issues. He handled the crisis with transparency and humility. There’s a lot we can learn from Dave. I had the great pleasure of meeting Dave back in 2005/06 while I was CEO of The Dial Corporation and Dave was CEO of Nielsen. There we were - two graduates of The Pamplin College of Business at Virginia Tech. Two guys who began their careers as Financial Management Program (FMP) graduates of The General Electric Company. I see a lot of value in being open, honest, and leading with humility. But it also takes courage to be that way in the face of mistakes on your shift and before your shift began. That’s something all of us can learn from and apply. #Leadership #TeamLeader

"🎯 Critical Board Governance Lessons from Boeing's Current Crisis | A Leadership Perspective I applaud Kelly Ortberg's initial moves here. Boeing's situation offers stark reminders about board oversight fundamentals: 1. Risk Management Wake-up Call 🚨 The cascading failures - from safety incidents to financial distress - highlight the critical need for boards to strengthen enterprise risk oversight beyond compliance checklists. 2. Leadership Accountability Reset ⚡ Kelly Ortberg's pivot marks a crucial shift: prioritizing safety, culture and operational excellence over financial engineering. Key move: pushing executives to relocate closer to operations - a governance win for hands-on leadership. 3. Strategic Oversight Evolution 🎯 Fascinating to see the board actively challenging division heads to justify their value proposition - this is modern governance in action, where directors must balance oversight with strategic guidance. 4. Stakeholder Management Reality Check 💡 The 35% wage increase agreement shows how boards must now navigate complex stakeholder demands while ensuring business sustainability. 5. Culture & Safety Governance 🏢 The door plug incident reminds us: boards must embed safety and quality into corporate DNA through robust oversight mechanisms. Question for fellow board members: How are you evolving your oversight approach for today's complex business environment? Thoughts? Let's discuss. 🤔" Kara Reinhardt James Callan Mark Rogers #CorporateGovernance #BoardOversight #Leadership #BusinessStrategy #RiskManagement #CEO #KSgems

Boeing’s $19 billion share sale is a wake-up call for all businesses: adapt or risk going under. Boeing’s move to raise $19 billion by selling shares shows that even industry leaders need to pivot quickly in challenging times. This strategic step aims to manage their debt, fix production delays, and restore investor confidence. It’s a clear reminder that no business is immune to unexpected hurdles—and survival depends on making bold, timely decisions.  For businesses of all sizes, the lesson is simple: plan ahead, stay adaptable, and act before challenges escalate. Whether you face market shifts, operational setbacks, or financial pressure, embracing change is essential for long-term success.  What is your POV on Boeing’s business decision?  If you found this post helpful, hit “like”!   Repost if you agree and want to help others!  ➕ Follow me, Amit Dubey 👨💻, for more business insights.  #BusinessStrategy #Adaptability #CrisisManagement #Leadership #Boeing #MarketShifts

This is exactly what it needs.

In case you needed a cautionary tail of what happens when #organizationalhealth isn't prioritized... 🍀 Luckily, there are very real and tangible benefits, with a measurable ROI for the organizations that are interested in doing better by their employees, which translates to better for customers and better for business. 🤝 Reach out directly if you are interested in learning: 💥 6 questions every organization must answer to get back on track 💥 How to get started, take action, and measure your progress 💥 How to optimize your benefits and communication strategy to this end #employeebenefits #organizationalwellbeing #employeecommunication #workplaceculture

Title: Boeing's Strategic Chess Move: Retaining Ex-CEO Dave Calhoun on the Board In a pivotal decision, Boeing shareholders have voted to retain outgoing CEO Dave Calhoun on the board of directors despite the turbulence following the 737 Max crashes. This move comes as Calhoun prepares to retire as CEO on July 1, promising to bring his seasoned leadership and insights to the board until the next annual meeting in 2023. 🔍 The decision, made during Boeing's annual meeting on May 26, 2022, reflects the complexity of leadership transitions in giant corporations. While some investors voiced concerns, fearing that Calhoun's continued presence might impede Boeing's recovery from the 737 Max saga, others seem to believe in his potential to guide the company towards stability and renewed trust. 🛫 Calhoun's tenure has notably focused on enhancing safety measures and improving Boeing's engagement with regulatory bodies. He's also been instrumental in modernizing Boeing's product lines. However, the ghosts of the past crises and the fierce competition from industry rivals like Airbus continue to loom large. 🤔 Here's a thought: Can the wisdom of a seasoned leader outweigh the need for fresh perspectives in steering a company through recovery? 🔄 As we watch this development, it poses an intriguing question about the balance between experience and new beginnings in corporate governance. What are your thoughts on this strategic decision by Boeing’s shareholders? Could this move signal a stronger comeback or a potential stagnation in innovation? #Boeing #CorporateGovernance #Leadership #AerospaceIndustry #BusinessStrategy Feel free to share your insights or experiences concerning leadership transitions and crisis management in large corporations. 🔄✈️

An interesting overview of critical strategic missteps that led to Boeing’s woes with quality control for its new planes. Core lessons: 1) Extreme cost-cutting leads to quality compromises. 2) Outsourcing too much of your core capabilities to a complex network of partners leads to loss of core competencies. 3) Navigating a large global supply chain is challenging even for large industry leaders. 4) Board oversight and corporate governance are key to long-term success. Many more insights in this well researched article by INSEAD: https://lnkd.in/eCfCTcD2

This is a good article about hidden factories and travel work. Unfortunately, this is not an isolated case as I have seen similar hidden factory and travel work things in other industries. The consequence of this hidden factory and travel work? Company revenue is affected, bloated manpower due to unplanned activities, productivity goes south, company reputation is affected, unending lies to cover another one when questioned, etc, etc. It is very tiring. Staff morales are affected and resign en-masse. The company is also having problems hiring new blood because their reputation precedes them.

"It’s time for Boeing to learn and embrace the lean lessons of Toyota and other world-class manufacturers." It's crucial for Boeing's leadership to foster a culture where safety, quality, delivery, and cost are the daily priorities, in that sequence. They should encourage stopping production lines to address quality issues with thorough problem-solving techniques rather than deferring them to other sites or for later fixes "The Shadow Factory" Moreover, it's vital to involve every employee in daily enhancement efforts, encouraging the flow of ideas and implementing them consistently, rather than postponing for periodic events or interventions. Please read the full article via Mark Graban