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Frontiers November 2012 Issue

Nothing is a higher priority than maintaining a constant inflow of excellent and passionate people at every level. Bartlett: Fifty thousand employees could potentially leave the company over the next five years through attrition and retirements, and we could likely hire 50,000 new employees. That’s an unbelievable challenge to absorb, and we will need to develop people more quickly than ever before. It is beyond important— it is basic to our survival. How should Boeing leaders prepare for the future? Bartlett: More than ever before, leaders must have good situational awareness, which includes more global awareness. I believe we will see greater employee movement between businesses, locations and programs to gain greater experience with cultural differences, leadership styles and our many products and services. Allen: They will have to be nimble. They will have to be committed to building cultures of trust, creativity, careful thinking, risk-taking and integrity—all with a global orientation and a strong emphasis on “team.” Sands: The new generations of workers come with different skills and expectations than the way many of us developed, grew up and progressed through our careers. They communicate through technology, and the speed in which they expect results is much greater. We and our future leaders will need to make career development conversations a priority that start early and are held often. n engaged LIU ZHIJIAN/BOEING strong Marc Allen. successful BOB FERGUSON/BOEING values Diana Sands. challenging PETER GEORGE/BOEING effective Norm Bartlett. risk-taking PHOTOS: (Clockwise from far left) rship experiences grity BOEING FRONTIERS / NOVEMBER 2012 33


Frontiers November 2012 Issue
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