| Management Planning - Boeing's Future On | | | | consider that have an affect on how business |
| Track | | | | is focused. In consideration of short |
| | | | duration of this paper, these three have been |
| Researched and Authored by: Michael J. | | | | chosen as the focal points. |
| Spindler of Local Music Hits | | | | |
| | | | As Boeing is the industry leader in |
| The Boeing Corporation has a unique | | | | commercial and military aircraft, as well as |
| organizational structure which consists of | | | | launch platforms and satellite technology. |
| essentially two business solutions that are | | | | Great care and continued education of |
| tied together via nine levels of corporate | | | | employees at all levels is encouraged to help |
| functions. The two businesses are Commercial | | | | the company creatively resolve technical |
| Airlines and Integrated Defense Systems. | | | | barriers that may stand in the way of pushing |
| From the top to bottom, the corporate | | | | technology forward. Considerations to take |
| functions that govern this corporate machine | | | | into account are capitol investments, human |
| are, Business Development and Strategy, | | | | resources and time. The products that could |
| Communications, Engineering, Operations and | | | | be developed need to be assessed for |
| Technology, Finance/Shared Services Group | | | | marketability, feasibility, and cost |
| Boeing Capital Corp., Human Resources | | | | effectiveness. The base question is always, |
| Administration, International, Law, Office of | | | | will investment into these specific products |
| Internal Governance, and Public Policy. For a | | | | open doors for profits, and if so, what time |
| company that employs over 150,000 people | | | | frame could the business expect to see a |
| across 71 countries, this can be a daunting | | | | return. Of course there is a myriad of |
| task, and it all begins with and ends with | | | | question as to if the product aligns with |
| Business Development and Strategy. | | | | current visions in place, and is in line with |
| | | | the direction of the industry that the |
| The driving force behind the Boeing | | | | company is focused on. |
| Corporation is of course the stakeholders, | | | | |
| which include: Customers, Employees, | | | | The products that Boeing selects directly |
| Shareholders, and Communities. The management | | | | impact the profitability of the company. |
| model used to direct the companies planning | | | | Concerns once again are into research and |
| and focus is simple but effective method for | | | | development, and durations between innovation |
| planning, acting, analyzing, and reinforcing | | | | and returns on investments. Boeing currently |
| methods that produce results. These are | | | | has three major areas of focus in business. |
| driven by Boeings aptitude to encourage | | | | The commercial airline and the integrated |
| growth and leadership from within the | | | | defense systems compose of 97 percent of the |
| organization. By making employees share in | | | | total earnings for Boeing. While 70 percent |
| both the successes and failures of the | | | | of the airline manufacturing is to foreign |
| company, Boeing in turn receives: committed, | | | | sales, the balance and cross over of |
| performance-driven management at all levels. | | | | technology developed in one division and |
| This is achieved primarily by preparing | | | | applied to the other help to keep Boeing |
| employees through education throughout the | | | | profitable and competitive in this industry. |
| organization and then to apply knowledge as | | | | |
| defined by the following model. | | | | "One of Boeing's many strengths is the |
| | | | company's deep commitment to involving |
| 1. Define | | | | customers in all phases of planning and |
| financial objectives, while producing high | | | | operation." (AQA, ) It is the customer that |
| quality innovative products, and minimizing | | | | Boeing is here to serve. Boeing's ability, to |
| the impact to communities and the | | | | bring a product of highly complex systems |
| environment. | | | | customized for airline and aerospace |
| | | | industries, is what makes planning and |
| 2. The Initiative | | | | operations that much more multifaceted. This |
| Toolkit - Customer Satisfaction and Growth in | | | | flexibility provides an environment where |
| productivity are always in a state of balance | | | | pushing technology to a new level is customer |
| and realignment.a. Growth in customer | | | | driven. We would still be flying in biplanes |
| satisfaction.b. Growth in productivity, | | | | if it were not for the industry serving the |
| advancing processes and technology while | | | | customers needs. The customers' needs are to |
| remaining competitive. | | | | provide services to their own customers with |
| | | | these improved technologies that give them an |
| 3. Financial | | | | edge in the market niche. Of the bigger |
| Performance - This is the stage in which the | | | | customers the United States government, a |
| company evaluates how economic profits are | | | | direct correlation can be drawn through how |
| affected by decisions in the previous step of | | | | technology developed for military use, can be |
| maintaining or fostering greater customer | | | | applied to the commercial airline business to |
| satisfaction and growth in productivity. It | | | | make for a safer airline industry. These |
| is in this stage that an analysis is done to | | | | improvements translate into a burst of |
| compare the original financial objectives and | | | | consumer confidence as air travel has become |
| how these two areas are impacting the goals | | | | safer over the years. This ability of |
| of the company. | | | | engineers, designers, and customers working |
| | | | to achieve a common goal is one that requires |
| 4. Delivered | | | | great leadership at every level of the |
| Results - Stock Price and Performance to | | | | organization. |
| Plana. Stock Price - An evaluation of | | | | |
| how previous action, corrections, and | | | | In regards to environmental concerns, air |
| implementation, have affected the stock price | | | | traffic makes up only a small percentage of |
| of Boeing.b. Performance to Plan - This | | | | the air pollution produced by the world. |
| is where employee accountability is accounted | | | | However, as fuel costs rise, and clean air |
| for and the impact that it has had on the | | | | has become a priority. Boeing has "improved |
| Financial Performance that has either | | | | airplane fuel efficiency by 70% over the past |
| enhanced or degraded to original vision set | | | | 40 years, with a corresponding reduction in |
| forth in the Financial Objectives set by | | | | CO2 emissions. Current models also are 75% |
| executive staff. | | | | quieter than airplanes 40 years ago" (BC, |
| | | | 2007). Not only does this improve Boeing's |
| 5. The last step | | | | corporate image to the world, but efficiency |
| is in how the plan has been executed and how | | | | means lower costs to the final people |
| that impacts all parties with a vested | | | | involved, the consumers. Without whom, Boeing |
| interest with the company. This includes | | | | would not have a purpose to exist. |
| employees, customers, shareholders, and the | | | | |
| numerous communities that are directly | | | | References - Do Not Strip Article References |
| impacted by the economic security a company | | | | |
| this size will have on the region. (Boeing | | | | AQA (). BOEINGBoeing (formerly McDonnell |
| Corporation, 2007) | | | | Douglas Helicopter Systems). Retrieved |
| | | | November 1, 2007, from |
| The Boeing Corporate headquarters, based in | | | | |
| Chicago Illinois, is where the previously | | | | Boeing Corporation (2007, October). The |
| outlined model is implemented, analyzed and | | | | Boeing Company. Retrieved November 01, 2007, |
| altered according to needs and changes. The | | | | from |
| primary focus includes Growth Strategies in | | | | |
| the global market, financial goals and | | | | Researched and Authored by: Michael J. |
| performance, leadership development, and of | | | | Spindler of Local Music Hits |
| course ethics and compliance. It is also a | | | | |
| depot so to speak where sharing best | | | | Free to distribute - However- Do not strip |
| practices, technologies and productivity | | | | Research Article References, remove the HTML |
| improvements are pooled. This is a critical | | | | if needed, but keep the URL text. |
| area as it is of tremendous value in | | | | |
| determining the course of the company and | | | | Do Not Remove the Authors name: Michael J. |
| identifying areas of that could use | | | | Spindler and keep all hyperlinks pointing to: |
| improvement. | | | | - I use software that compares my "library" |
| | | | and scours the web for postings. When I find |
| Factors that influence the company's | | | | my article on your site and you have not |
| strategic, tactical, operational, and | | | | followed the above binding agreements, |
| contingency planning include innovation, | | | | Lawyers will be sending letters. A |
| profitability, and environmental concerns. Of | | | | considerable investment of time is involved |
| course there are numerous other issues to | | | | with this content. |