 |
|
|
|
|
|
|
 |
|
|
| |
 |
|
|
 |
|
|
|
|
|
| |
|
| Key to that ability are three unifying mechanisms that
drive essential technologies,
common systems and processes, information and change throughout
the company.
The first, Boeing Phantom Works (see pages 26–27),
our advanced research and
development group, acts as a catalyst to rapidly propagate
and disseminate
advanced technologies and cost-saving processes across
the enterprise. Second,
Boeing Shared Services Group provides common infrastructure
and processes that
connect data and people, reduce costs, improve the environment,
stimulate employees
and protect people and products. For example, our e-commerce
efforts are
demonstrating solid opportunities for cost reduction.
Third, process councils, representing
all major functional areas (for example, engineering,
supplier relations and
people), reinforce the sharing of good ideas and best
practices at multiple levels
across the enterprise. |
| At the heart of the enterprise, integrating the efforts
of the business units and support
organizations, lies the corporate center. The success
or failure of a company may
come down to whether its corporate center adds —
or subtracts — value. The mission
of the corporate center at Boeing is to add value by unifying
a diverse global
enterprise and providing a focus to its efforts. We believe
that with a compelling
vision — and the unity that comes from strong leadership
— our people will be able
to achieve great things. |
|
|
|
|
