The only asset which can reverse a company’s downhill slide is another CEO, another board member or another executive. The Board may define a new strategy but it wants a new executive to champion it. The same thinking needs to be applied to the rank and file. If profits are tanking, how about looking at investing in the people as a long term approach?
Your story deeply resonated with me as this topic is part of my leadership research. You covered nuances clearly, vividly, and succinctly. We can’t measure these immeasurable multidimensional aspects with flat rulers. While studying the cognitive/emotional patterns of leaders and followers I was amazed by the complexity of patterns which do not fit in the boxes we create in our primitive information management processes. Your story inspired me to enhance and extend it. Thank you for this exceptional piece illuminating business leaders.
Many thanks for the support! Boeing's story is a case that will be taught in business schools for decades. But to me is a reason to rethink some strategic basics.
The only asset which can reverse a company’s downhill slide is another CEO, another board member or another executive. The Board may define a new strategy but it wants a new executive to champion it. The same thinking needs to be applied to the rank and file. If profits are tanking, how about looking at investing in the people as a long term approach?
A new Boeing's CEO has just started. We'll see what he'll be able to do.
Your story deeply resonated with me as this topic is part of my leadership research. You covered nuances clearly, vividly, and succinctly. We can’t measure these immeasurable multidimensional aspects with flat rulers. While studying the cognitive/emotional patterns of leaders and followers I was amazed by the complexity of patterns which do not fit in the boxes we create in our primitive information management processes. Your story inspired me to enhance and extend it. Thank you for this exceptional piece illuminating business leaders.
Many thanks for the support! Boeing's story is a case that will be taught in business schools for decades. But to me is a reason to rethink some strategic basics.
So many companies started with a passion for their product or customer and became bean counters and lost their way.
Profit is important. So are shareholders. But if you’re not providing value to customers things will go downhill.
There are six stakeholder groups, and they are all important.