Harry C. Stonecipher, Boeing's Top Executive
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The Boeing Company 2004 Annual Report the Boeing Company 2004 Annual Report
BC112_Final Cover0302 3/6/05 10:49 PM Page fc1 The Boeing Company The Boeing Company The Boeing Company 2004 Annual Report 100 North Riverside Plaza Chicago, IL 60606-1596 U.S.A. 2004 Annual Report 0707-AR-050707-AR-05 Boeing ifc_ibc_0304 03.04.05 4:06 PM Page ifc1 Vision 2016: People working Shareholder Information The Boeing Company Electronic Proxy Receipt and Voting Duplicate Shareholder Accounts World Headquarters Shareholders have the option of voting their Registered shareholders with duplicate together as a global enterprise The Boeing Company proxies by Internet or telephone, instead of accounts may contact EquiServe for 100 North Riverside Plaza returning their proxy cards through the mail. instructions regarding the consolidation of Chicago, IL 60606-1596 Instructions are in the proxy statement and those accounts. The Company recom- for aerospace leadership. U.S.A. attached to the proxy card for the annual mends that registered shareholders always 312-544-2000 meeting. use the same form of their names in all Registered shareholders can go to stock transactions to be handled in the Strategies Values Transfer Agent, Registrar, Dividend www.econsent.com/ba to sign up to same account. Registered shareholders Run healthy core businesses Leadership Paying Agent and Plan Administrator receive their annual report and proxy state- may also ask EquiServe to eliminate excess The transfer agent is responsible for ment in an electronic format in the future. mailings of annual reports going to share- Leverage strengths into new products and services Integrity shareholder records, issuance of stock, Beneficial owners may contact the brokers holders in the same household. -
Aviation Week & Space Technology
STARTS AFTER PAGE 34 Using AI To Boost How Emirates Is Extending ATM Efficiency Maintenance Intervals ™ $14.95 JANUARY 13-26, 2020 2020 THE YEAR OF SUSTAINABILITY RICH MEDIA EXCLUSIVE Digital Edition Copyright Notice The content contained in this digital edition (“Digital Material”), as well as its selection and arrangement, is owned by Informa. and its affiliated companies, licensors, and suppliers, and is protected by their respective copyright, trademark and other proprietary rights. Upon payment of the subscription price, if applicable, you are hereby authorized to view, download, copy, and print Digital Material solely for your own personal, non-commercial use, provided that by doing any of the foregoing, you acknowledge that (i) you do not and will not acquire any ownership rights of any kind in the Digital Material or any portion thereof, (ii) you must preserve all copyright and other proprietary notices included in any downloaded Digital Material, and (iii) you must comply in all respects with the use restrictions set forth below and in the Informa Privacy Policy and the Informa Terms of Use (the “Use Restrictions”), each of which is hereby incorporated by reference. Any use not in accordance with, and any failure to comply fully with, the Use Restrictions is expressly prohibited by law, and may result in severe civil and criminal penalties. Violators will be prosecuted to the maximum possible extent. You may not modify, publish, license, transmit (including by way of email, facsimile or other electronic means), transfer, sell, reproduce (including by copying or posting on any network computer), create derivative works from, display, store, or in any way exploit, broadcast, disseminate or distribute, in any format or media of any kind, any of the Digital Material, in whole or in part, without the express prior written consent of Informa. -
Straightened up and Flying Right
http://www.usatoday.com/money/companies/management/2007-02-25-exec-profile-boeing_x.htm Page 1 of 4 thing every day." Straightened up and After 20 months as CEO, McNerney is still getting noticed most for keeping the aerospace giant, No. flying right 26 on the Fortune 500, on the straight and narrow. All the while, McNerney has presided over soaring Updated 2/26/2007 9:08 AM ET sales and a 43% rise in Boeing's share price. Chicago-based Boeing is the world's top-selling builder of passenger jets, and second-biggest defense contractor behind Lockheed Martin. Boeing was in a steep dive when McNerney took control in July 2005. Former CEO Phil Condit, a visionary aerospace engineer known for living large, was forced out in the wake of defense procurement scandals that landed Druyun and Sears in prison. McNerney's short-time predecessor, Harry Stonecipher, also charged by Boeing directors with restoring Boeing's integrity, was forced out after sending explicitly sexual e-mails to a Boeing executive with whom he was having an extramarital affair. McNerney, 57, represents a stark contrast to his predecessors by several measures. He's the first Boeing CEO from outside the company since World War II. In person, he comes across as low-key and proper. By Kevin P. Casey for USA TODAY In stints at General Electric and 3M, McNerney established himself in the nation's top tier of Boeing CEO Jim McNerney got lessons in values at an executive talent, the place where the largest early age. Ethics "was in our upbringing," a brother says. -
Flying Below the Radar at Boeing
International Management - Case study 2 for Assignment 1 Flying below the radar at Boeing The Boeing Company is the world's leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined. Additionally, Boeing designs and manufactures rotorcraft, electronic and defence systems, missiles, satellites, launch vehicles and advanced information and communication systems. Headquartered in Chicago, Boeing employs more than 157,000 people across the United States and in 70 countries. Corporate Governance The following extract from their website suggests that governance standards and ethics at Boeing are in line with best practices: “The Board and the corporate officers recognize that the long-term interests of the company are advanced when they are responsive to the concerns of communities, customers, employees, public officials, shareholders and suppliers. Additionally, the Board has adopted a Code of Ethical Business Conduct to focus the Board and each Director on areas of ethical risk, provide guidance to help them continue to effectively recognize and deal with ethical issues, enhance existing mechanisms to continue the reporting of unethical conduct, and help to continue to foster and sustain a culture of honesty and accountability.” “The Boeing Company Ethical Business Conduct for All Boeing Employees The Boeing Code of Conduct outlines expected behaviors for all Boeing employees. Boeing will conduct its business fairly, impartially, in an ethical and proper manner, and in full compliance with all applicable laws and regulations. In conducting its business, integrity must underlie all company relationships, including those with customers, suppliers, communities and among employees. The highest standards of ethical business conduct are required of Boeing employees in the performance of their company responsibilities. -
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Cronfa - Swansea University Open Access Repository _____________________________________________________________ This is an author produced version of a paper published in: Journal of Economic Geography Cronfa URL for this paper: http://cronfa.swan.ac.uk/Record/cronfa26495 _____________________________________________________________ Paper: Muellerleile, C. (2009). Financialization takes off at Boeing. Journal of Economic Geography, 9(5), 663-677. http://dx.doi.org/10.1093/jeg/lbp025 _____________________________________________________________ This item is brought to you by Swansea University. Any person downloading material is agreeing to abide by the terms of the repository licence. Copies of full text items may be used or reproduced in any format or medium, without prior permission for personal research or study, educational or non-commercial purposes only. The copyright for any work remains with the original author unless otherwise specified. The full-text must not be sold in any format or medium without the formal permission of the copyright holder. Permission for multiple reproductions should be obtained from the original author. Authors are personally responsible for adhering to copyright and publisher restrictions when uploading content to the repository. http://www.swansea.ac.uk/library/researchsupport/ris-support/ Financialization takes off at Boeing∞ See final version of this paper in: Journal of Economic Geography, 2009, vol. 9, iss 5: 663-677 Christopher M. Muellerleile Ph.D. Candidate University of Wisconsin-Madison Department of Geography As of 2016, Assistant Professor, Swansea University, Department of Geography Email: [email protected] Twitter: @CMuellerleile Abstract This paper examines the 2001 dislocation of the headquarters of the iconic U.S. aerospace company, Boeing, out of the Puget Sound region of the State of Washington, its ancestral manufacturing base. -
Boeing History Chronology Boeing Red Barn
Boeing History Chronology Boeing Red Barn PRE-1910 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 Boeing History Chronology PRE-1910 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 PRE -1910 1910 Los Angeles International Air Meet Museum of Flight Collection HOME PRE-1910 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 1881 Oct. 1 William Edward Boeing is born in Detroit, Michigan. 1892 April 6 Donald Wills Douglas is born in Brooklyn, New York. 1895 May 8 James Howard “Dutch” Kindelberger is born in Wheeling, West Virginia. 1898 Oct. 26 Lloyd Carlton Stearman is born in Wellsford, Kansas. 1899 April 9 James Smith McDonnell is born in Denver, Colorado. 1903 Dec. 17 Wilbur and Orville Wright make the first successful powered, manned flight in Kitty Hawk, North Carolina. 1905 Dec. 24 Howard Robard Hughes Jr. is born in Houston, Texas. 1907 Jan. 28 Elrey Borge Jeppesen is born in Lake Charles, Louisiana. HOME PRE-1910 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 1910 s Boeing Model 1 B & W seaplane HOME PRE-1910 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 1910 January Timber baron William E. Boeing attends the first Los Angeles International Air Meet and develops a passion for aviation. March 10 William Boeing buys yacht customer Edward Heath’s shipyard on the Duwamish River in Seattle. The facility will later become his first airplane factory. 1914 May Donald W. Douglas obtains his Bachelor of Science degree from the Massachusetts Institute of Technology (MIT), finishing the four-year course in only two years. -
How Airbus Surpassed Boeing: a Tale of Two Competitors
University of Tennessee, Knoxville TRACE: Tennessee Research and Creative Exchange Masters Theses Graduate School 5-2007 How Airbus Surpassed Boeing: A Tale of Two Competitors William Alexander Burns University of Tennessee - Knoxville Follow this and additional works at: https://trace.tennessee.edu/utk_gradthes Part of the Aerospace Engineering Commons Recommended Citation Burns, William Alexander, "How Airbus Surpassed Boeing: A Tale of Two Competitors. " Master's Thesis, University of Tennessee, 2007. https://trace.tennessee.edu/utk_gradthes/252 This Thesis is brought to you for free and open access by the Graduate School at TRACE: Tennessee Research and Creative Exchange. It has been accepted for inclusion in Masters Theses by an authorized administrator of TRACE: Tennessee Research and Creative Exchange. For more information, please contact [email protected]. To the Graduate Council: I am submitting herewith a thesis written by William Alexander Burns entitled "How Airbus Surpassed Boeing: A Tale of Two Competitors." I have examined the final electronic copy of this thesis for form and content and recommend that it be accepted in partial fulfillment of the requirements for the degree of Master of Science, with a major in Aviation Systems. Robert B. Richards, Major Professor We have read this thesis and recommend its acceptance: Richard Ranaudo, U. Peter Solies Accepted for the Council: Carolyn R. Hodges Vice Provost and Dean of the Graduate School (Original signatures are on file with official studentecor r ds.) To the Graduate Council: I am submitting herewith a thesis written by William A. Burns entitled “How Airbus Surpassed Boeing: A Tale of Two Competitors” I have examined the final electronic copy of this thesis for form and content and recommend that it be accepted in partial fulfillment of the requirements for the degree of Master of Science, with a major in Aviation Systems. -
Boeing - Part 2 Boeing's Ceos and the Aftermath
Thinkpiece 38 Boeing - Part 2 Boeing's CEOs and the Aftermath managerism .......................................................................................................................................................................................................... Boeing – Bad Managers And GE-Style Culture (Part 2) CEOs and their methods .......................................................................................................................................................................................................... Manfred Hoefle — March 2020 Boeing had a reputation as a rock-solid engineering firm that makes first-rate aircraft in the Pacific Northwest state of Washington, USA.(1) In the mid-1990s management consultants, Wall Street and business administration professors began calling Boeing a "lazy company", which should be kicked in the pants. That did eventually happen. In 1997 Boeing merged with McDonnell Douglas, an aircraft maker strong in the defense sector. What happened next is best described as inverse culture change: the smaller partner, McDonnell Douglas, dominated the corporate culture of the larger partner, Boeing. Later in 2014, Harry Stonecipher the former CEO of McDonnell Douglas and then CEO of Boeing, described that radical transformation as follows: "When people say I changed the culture of Boeing, that was the intent, so it's run like a business rather than a great engineering firm." A year before the first crash of a Boeing 737 MAX in Indonesia, Boeing was among the most admired companies and easily the most valuable industrial business in the USA(2). After two 737 MAX crashes, that is no longer true. The highly praised two-decade transformation of Boeing has caused serious damage to the corporation. This thinkpiece names and characterizes the CEOs of Boeing over the past 20 years; the men who are responsible for its decline. It describes their managerist attitudes and methods, and in conclusion, summarizes the behavior of Boeing's CEOs and management from a present-day standpoint. -
The Boeing Company History
The Boeing Company History Founded in 1916 in Puget Sound, Washington Became the world’s largest producer of commercial jetliners Undertook a series of strategic acquisitions to broaden its portfolio that included McDonnell Douglas, the space and defense business of Rockwell Intl., and Hughes Space & Communications, among others Today positioned as a broad, balanced and global enterprise defining the future of aerospace Company’sCompany’s heritage heritage mirrors mirrors the the history history of of flight flight Overview.ppt 1/18/2005 What We Do Today Manufacture commercial jetliners – World’s largest manufacturer of commercial aircraft Focus on airline passengers’ experience, safety and security Produce defense platforms – World’s largest manufacturer of military aircraft Provide satellites and launch vehicles – World’s largest provider of commercial and military satellites; leading rocket manufacturer; and NASA’s largest contractor Integrate large-scale systems Offer full-service financing with a focus on Boeing customers Develop advanced technology projects that are defining the future of aerospace AsAs a a company company we we connect connect and and protect protect people people Overview.ppt 1/18/2005 Operating Philosophy LeverageLeverage RunRun HealthyHealthy StStrengthsrengths IntoInto OpenOpen CoreCore BusinessBusiness NewNew ProductsProducts NewNew FrontiersFrontiers andand ServicesServices ActivelyActively seeking seeking growth growth opportunities opportunities Overview.ppt 1/18/2005 Global Scope 20022002 salessales -
Boeing CEO Condit Resigns in Shake-Up at Aerospace Titan Page 1 of 7
WSJ.com - Boeing CEO Condit Resigns in Shake-Up At Aerospace Titan Page 1 of 7 December 2, 2003 PAGE ONE See a chronology of events0 leading up to Mr. Boeing CEO Condit Condit's resignation. Resigns in Shake-Up At Aerospace Titan CNBC DOW JONES BUSINESS VIDEO Stonecipher Signs On as Chief, Outgoing Boeing CEO Philip Condit says With Mission to Win Back he didn't resign over ethical breaches, but The Government's Trust says changes are needed moving forward. Incoming CEO Harry Stonecipher says a "temporary caretaker" can't solve Boeing's By J. LYNN LUNSFORD and ANNE MARIE SQUEO issues. Staff Reporters of THE WALL STREET JOURNAL Windows Media Player Required: 3 The escalating crisis at Boeing Co. reached the top of the HIGH bandwidth (DSL, Cable) LOW bandwidth4 (Dial-up) aerospace giant, as Chairman and Chief Executive Philip Condit resigned. CONFERENCE CALL Listen to Boeing's Monday conference call5. Moving swiftly just a week after ousting its chief financial officer and another senior executive for allegedly unethical TURBULENT SKIES • Boeing's Upside? Not Much Downside Is conduct, Boeing tapped 67-year-old Harry Stonecipher as Left for the Shares6 president and CEO. Mr. Stonecipher, the former head of • Aged to Perfection? More Companies Seek McDonnell Douglas Corp., helped Mr. Condit, 62, run Older Leaders7 Boeing for five years after the two companies merged in 8 1997 and then remained a powerhouse on the board. • Senators Ask for Review of Boeing Deal 12/01/03 Boeing director Lewis E. Platt, the former chairman and • Pentagon Probes Boeing Pacts9 chief executive of Hewlett Packard Co., was named as 11/26/03 nonexecutive chairman. -
Page 1 TH E B O E I N G C O M P ANY 19 9 9 an N U AL R E P O R T
THE BOEING COMPANY 1999 ANNUAL REPORT THE BOEING COMPANY THE BOEING COMPANY 1999 ANNUAL REPORT 1999 ANNUAL REPORT GENERAL OFFICES 7755 EAST MARGINAL WAY SOUTH SEATTLE, WASHINGTON 98108 USA EXCITING OPPORTUNITIES 0707-AR-00 1999 PERFORMANCE HIGHLIGHTS N Achieved total shareholder return of 29 percent, compared with 21 percent for the Standard & Poor 500 Index as a whole and compared with an average decrease of more than 15 percent for companies (except Boeing) comprising the S&P Aerospace Index. N Ranked 128th out of S&P 500 in return to shareholders, up from 463rd in 1998. N Returned commercial airplane production to robust health, delivering a record 620 jetliners with fewer people, less overtime and dramatically improved on-time performance. N Met or exceeded all companywide 1999 Value Scorecard goals, improving our overall performance and freeing up capital for growth. N Won several strategically important major competitions, while successfully expanding our service businesses – for commercial and military customers – with great potential for future growth. Founded 84 years ago by William E. Boeing, The Boeing Company is the leading aerospace company in the world, as measured by total revenues. The holder of 5,076 patents, Boeing is the world’s largest manufacturer of commercial jetliners and military aircraft and provides related services worldwide. Boeing is also NASA’s largest contractor. The company’s capabilities and related services include helicopters, electronic and defense systems, missiles, rocket engines, launch systems, and advanced information and communication systems. At year-end 1999, Boeing employed a diverse and skilled workforce of 197,100 people. Along with hundreds of thousands more people employed at approximately 28,800 suppliers worldwide, they provide Boeing products and services to customers in 145 countries. -
How the Ford Board Recruited Alan Mulally
CEO RECRUITMENT How the Ford board recruited Alan Mulally This was a textbook case of world-class collaboration by seasoned directors, a passionate governance expert and board leader, and a powerful, determined chairman. By Dennis Carey and John J. Keller ig iconic corporations often struggle volved key directors, an encouraging chairman, and in times of terrible business stress with an outside search adviser to conduct referencing on having to hurry up and pick a great the finalist candidate for CEO. new CEO. Choosing the right approach and being prepared is one of the most How it began Bimportant responsibilities the board of a public Ford’s recruitment of Alan Mulally is a textbook company can have. case of world-class collaboration by seasoned di- The scenarios that catalyze the need to find a new rectors, all former CEOs, and led by a passionate CEO are always different, but the urgency is nearly governance expert and board leader, Irvine O. always the same. The new leader usually has to pick Hockaday, as well as a pow- up quickly from where the last one left off and take erful, determined chairman, the business forward without loss of momentum. William Clay Ford Jr. It was In identifying a Sometimes the stakes are epic, and the new CEO Bill Ford’s die-in-the-ditch may have to take the business through a crushing commitment to saving his new CEO, the Ford crisis and turnaround, lest the company vaporize company as well as his fam- (like what happened to Enron). Could Ford Motor ily legacy that especially and board would have to Co.