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| The Boeing
Leadership Center
in St. Louis gives
employees a chance
to experiment with
concepts and convert
them into daily
practice, defining a
shared company
culture. In addition,
Leadership Center
staff members
deliver other tools
for leadership
regionally through
locally based
classes and online
tutorials. |
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| With a total of 400 people, our new World Headquarters
in Chicago is a lean enterprise
in its own right. Here, we are focused on looking ahead
and providing leadership in
a few critical areas: determining and articulating the
vision and strategy, shareholder
value accountability, financial community relationships,
the allocation of resources
across the company, cultivation of future leaders, management
of the brand, protection
and development of our intellectual capital, and creation
and maintenance of a
culture that helps move people and ideas across all parts
of our global enterprise. |
| Strategy When
Boeing acquired Rockwell Aerospace in 1996, it marked
the beginning of the transformation articulated in our
vision, from a predominantly commercial airplane company
to the broadest of aerospace companies. The transformation
continued with the merger of McDonnell Douglas into Boeing
in 1997, and the acquisitions in 2000 of Hughes Space
and Communications and Jeppesen Sanderson. |
| That makes us not only the biggest but also the most
balanced of aerospace companies.
As a result, we are much less vulnerable than we used
to be to cycles in any
one business. This is a critical element of our transformation
strategy. If one of the
markets we serve is in a downturn, there will be opportunities
for growth in other
markets. Just as important, in spanning the whole spectrum
of aerospace, we discovered
enormous opportunities for gain that come from moving
people, products, ideas and technology from one place
to another. These opportunities all depend
upon our ability — big as we are — to act as
one company, one enterprise. |
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