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| Clearly, there are
complementary business opportunities and technologies all across Boeing. The real
key to having great synergy is motivated and dedicated people. |
| In our corporate center and in every business unit, we have rooms with chips
on the walls representing leaders and up-and-coming leaders in the company. These
chips contain significant information, including how long they have been in position.
We want people moving around regularly. That can’t happen just with vertical
moves. It means a lot of horizontal moves. Moving people so that they see the
world from different perspectives fulfills a powerful business need. |
| The Boeing Leadership Center in St. Louis facilitates the free movement
of people and ideas. Serving as the company crossroads, it draws people from all
the businesses and brings them together in intense one-, two- or four-week courses
teaching leadership skills, global knowledge and business acumen. No one comes
away from these courses without knowing other people across the enterprise. All
come away changed by the experience. They get the company vision and strategy
straight from the top — hearing directly from both of us, as well as from
other members of the Executive Council. We are building the future leaders of
Boeing. | | |
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| If I may depart from the ordinary form of annual report letters,
I want to wish the best to my co-leader and co-writer, Harry Stonecipher, who
will retire in May, having already served an additional year past the age of 65.
Harry is a great leader with a passion for winning, and he has been a terrific
partner to me over the past four years. | | We share
the same clear vision of where this company is going and the same confidence that
Boeing is more than equal to the task of surmounting any and all difficulties
along the way. We share the view that Boeing will be successful because of its
wonderful and talented people. | | Our vision is not
a continuation of the past, when the aerospace industry put enormous resources
and intelligence into each new generation aircraft. In the future, we will put
more and more of the intelligence at a higher level — in the networks and
systems that tie individual platforms together and allow people to see the big
picture. We will continue to build systems that bring people together and provide
for safety and security — we will connect and protect people. |
| Forever New Frontiers, |  |  |
Philip M. Condit
Chairman and
Chief Executive Officer | Harry
C. Stonecipher
Vice Chairman | | |
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