Boeing 2006 Annual Report Download - page 7

5
Boeing Values
As I’ve said before and firmly believe,
“Operating with integrity will differentiate
Boeing just as much as our technology,
our diverse and talented people and our
attention to customers.”
We regard a high standard of integrity as
one of the critical elements in the long-
term health and growth of this company.
Within Boeing, we are all — jointly and
separately — responsible for ethics and
compliance, as well as the success of
this company. As a business, we owe it
to our investors to find a way and deliver
results — but we must do so within the
Boeing value system. And we will not
sacrifice our values in doing it. That means
more than just refraining from engaging in
overtly unethical conduct. Each of us
accepts responsibility for upholding and
representing the highest ethical stan-
dards. We believe that when we do and
when we perform, our stock price and
reputation will take care of themselves.
Charting the Course
Charting the course, as I see it, doesn’t
start with launching a 787 Dreamliner or
winning Future Combat Systems — as
important as those programs, and oth-
ers, are to positioning our company for
the future. It starts, on a more elemental
level, focusing on long-term growth,
constantly improving our productivity,
and developing our people’s leadership
capabilities.
We’re applying a time-tested model for
organic growth. First, we’re concentrat-
ing on growing our core businesses,
which offer tremendous potential. Next,
we want to move into adjacent markets
where we have clear leverage. We are
integrating products and services across
our businesses where the combination
of strengths represents a sustainable
competitive advantage. Finally, we’re
leveraging our efforts internationally —
extending our global reach by being
more local in our approach. Our plan is
not to take our technology and put it into
every market we can think of. Rather, it is
to take advantage of the huge opportu-
nity for growth in finding new and better
ways to address our customers’ needs.
We grow as a result of satisfying cus-
tomers with superior products and
service. But even the greatest products
can be — and usually are — copied or
imitated. For a company’s growth to be
sustainable, it must be combined with an
unrelenting focus on productivity. We are
committed to continuously improving
productivity. We have four enterprisewide
initiatives aimed at driving productivity
improvements through every facet of our
business — from internal services to
global sourcing; from the development
process and the factory floor to our front
offices and back shops; upstream to our
partners and suppliers; and downstream
to our interactions with customers. We
made good progress in each of these
areas in 2006, but we can, and will, do
even more. To inspire our people, we are
embedding productivity targets in annual
individual and team performance goals.
We have wonderful customers with a huge
ongoing requirement for innovation and
precise program execution. Without a
doubt, if we do a great job of listening to
them and finding the best way to satisfy
their needs, Boeing will grow—and con-
tinue to grow—for many years to come.