Boeing 2005 Annual Report Download - page 6

“My goal is…to reinvigorate the Boeing culture, spur
growth and provide the tools for every individual in
the company to make a greater contribution.”
technology they deliver can
help change the world.
As Boeing has evolved over
the past decade, it has
become a much broader and
more diverse company — a
major player and a clear leader
in both commercial airplanes
and defense. We are realizing
the value in having a balance
between the two businesses,
where their differing cycles can
offset one another.
My goal is not to replace or
reinvent Boeing’s vision and
strategy. It is to reinvigorate the
Boeing culture, spur growth
and provide the tools for every
individual in the company to
make a greater contribution. I
believe that we can do a sub-
stantially better job of capitaliz-
ing on the amazing diversity of
capabilities and talents that
exist within this company. We
can “play bigger” as a team
and make the whole add up to
more than the sum of the parts.
Bottom line: We are going to
build strength on strength in a
way that engages all of us.
The foundation for this will be
driving and nurturing a culture
of leadership and accountabil-
ity. We have started by setting
challenging, but attainable,
financial objectives and linking
them more strongly to our own
pay and career development.
An intense but equal pursuit of
growth and productivity will be
the building blocks of our
improved performance.
Growth and Productivity
Most fundamentally, we will set
out to achieve significantly
improved performance over
the next 5 to 10 years —
achieving both accelerated
top-line growth and improved
margins and cash generation.
No substantial business I
know of has been able to
achieve long-term growth
without continuing impressive
gains in productivity. Just as
companies seek to achieve
gains in productivity, lean man-
ufacture and quality through
the application of rigorous and
disciplined processes, I believe
that it makes sense to think
and talk of growth as a
process — and not an intermit-
tent series of opportunities.
With growth, the process
begins with listening to the
customer and formulating the
right concept for sustained
and profitable growth that fits
the customer’s needs.
Like the larger Boeing 777
before it, the Boeing 787
Dreamliner — which has won
widespread recognition as the
most innovative and success-
ful launch of a new commer-
cial airplane since the
introduction of the 707 nearly
50 years ago — illustrates the
power of a business-led and
customer-inspired idea.
The Boeing 787 Dreamliner
pushes the envelope of flight
in ways that offer the greatest
value to our customers and
our customers’ customers (the
traveling public). It opens up
the possibility of economical,
convenient and comfortable
long-distance flight between
scores of new city pairs. That
makes it a real game-changer
in the marketplace — and a
source of long-term growth for
our company that may very
well be measured in decades,
not just years.
Likewise, Future Combat
System, the centerpiece of the
U.S. Army’s ongoing modern-
ization, is another significant
business opportunity for Boeing.
FCS will revolutionize the way
U.S. forces operate. Soldiers
will still make critical decisions,
but those decisions will be
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