A better-developed Boeing workforce leads to many benefits for the company, its customers – and society
This fall, Boeing recognized two important groups of employees: our 12 newest senior technical fellows and the winners of this year’s Innovation Awards, presented to our best inventors and replicators. I congratulate all of these colleagues and thank them for their contributions.
As I think about these honorees, I realize that they prove an important point about Boeing: As our people become more capable, our products and services—and the processes we follow to make them—become more capable, too. That’s why we place a special emphasis on learning and development. Our people must be ready today to address the challenges of tomorrow.
The pace of technological change will continue to accelerate. So it’s imperative that we improve our technical and leadership skills, and know about breakthroughs that could either help or hurt our competitiveness. Development takes place in many ways, such as mentoring, seminars, rotational assignments and virtual activities. However, development happens only when each of us owns our careers and seeks opportunities to grow.
To maximize everyone’s potential, we must continue to share our knowledge and fully embrace what a learning culture entails. Some people might view knowledge-sharing as a one-way street, where information flows only from veteran employees to new teammates. I strongly disagree with this belief. I see knowledge sharing as a two-way street, because a true learning culture implies that we can gain knowledge from a variety of perspectives.
This work is important to Boeing’s customers—and to the world. So, it makes sense to continuously develop our careers and support the development of our colleagues. That is how we will deliver for the billions of people who count on us and the work we do.
By Dr. Greg Hyslop, Boeing chief technology officer and senior vice president, Engineering, Test & Technology