some of our clients:
  • Johnson and Johnson
  • YPO
  • Bristol-Myers Squibb
  • US Army
  • Air New Zealand
  • WB
  • Red Bull
  • Frito Lay
  • Mercedes-Benz
  • Delta Airlines
  • bp

Executive Coaching for Fortune 500 Executives: Is Boeing Next?


According to the Federal Aviation Administration, more than 310 Boeing 737 jets contain 148 potentially defective parts and may need to be replaced. This safety warning comes as Boeing continues to resolve the international grounding of its recent update to the 737 fleet. The agency said 33 NG and 33 Max aircraft are impacted in the United States. 133 NG and 179 Max planes are affected globally. The FDA stated
“The affected parts may be susceptible to premature failure or cracks resulting from the improper manufacturing process”.

After reading the damning New York Time article asserting Boeing Dreamliner shoddy quality assurance, I’m wondering why Boeing executives have not integrated Optimal Thinking. They didn’t need the New York Times or two 737 crashes to be reminded that safety is a critical success factor. So why has production speed taken a higher priority for even one Boeing employee?

The Boeing 787 Dreamliner is a cutting-edge revolutionary innovation and its safety is of utmost importance, however it appears that Boeing executives deploy suboptimal project planning and project management. When companies repeatedly disappoint their customers and shareholders, they provide them with reason to go elsewhere.

When the cost of failure is high, optimism is the wrong strategy. 

The Dreamliner is the first passenger jet constructed with lightweight carbon composites, and substantially cuts fuel costs. As a result, Boeing received more advance orders (approximately 850) than any other plane in history. However, it is now questionable that Boeing can rank up Dreamliner production from 12 to 14 planes on schedule. From the start, delivery was three years behind schedule, and Boeing could deliver only two dozen Dreamliners the next year, down from earlier estimates of 40 to 50, and more. Apparently, there were too many unknowns.

The plane’s production was held back by Boeing’s supply network. Apparently, Boeing executives failed to closely inspect what they expected from their suppliers earlier in the production process. There were issues outside of Boeing’s control, such as the unacceptable performance of the the Rolls-Royce engine that was to be deployed in a test plane.

ceoBoeing informed various suppliers to delay parts deliveries three times within a year because one supplier, Alenia Aeronautica, did not deliver the 787’s horizontal tails on schedule. Many parts had to be reworked, further slowing production.

So how can Boeing executives demonstrate first-rate leadership skills, and execute the highest priorities on time and on budget? In our proprietary evidence-based Continuous Enterprise Optimization (CEO) production approach, Optimal Thinking ensures the optimization of every activity, including design and processes, from conception to completion. Measurable results achieved with Continuous Enterprise Optimization tools and techniques are optimized and sustained, and suboptimal consequences are avoided.

When the cost of failure is high, optimization must be the everyday standard.

During optimal thinking executive coaching, executives learn how to listen and involve their customers and suppliers to optimize – not just manage or improve – business structure, resources and processes to ensure the customers’ expectations are completely satisfied. Through our proprietary customer satisfaction survey and supplier optimization analysis, executives learn how to eliminate waste and minimize the variability to provide the most cost-effective, reliable products and services. Collaborative optimal decision-making is based on facts and data while results are monitored with key performance metrics to maximize compliance and productivity, and minimize risk.

Executive coaching for Fortune 500 executives is common today, and not just reserved for remedial participation. We optimize business turnaround and achieve business optimization by:

  • Minimizing cycle time
  • Optimizing quality
  • Minimizing production costs
  • Maximizing customer satisfaction

32 Responses to “Executive Coaching for Fortune 500 Executives: Is Boeing Next?”

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  8. John D says:

    Great post about fortune 500 executives !! 🙂

  9. Willie James says:

    thank you for this great and informative post! i agree with your take on this subject and really like your writing style!

  10. Sonia Stanton says:

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  11. Claire K says:

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  12. Jacques H says:

    Outsourcing is certainly an issue that has process, revenue and other consequences. Excellent post. I would like to have some coaching with an optimal thinking executive coach.

  13. Gerge says:

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  15. Vivian Hass says:

    Who knows when Boeing will deliver the Dreamliner… So many delays. Although this is a cutting edge new product that can’t be delivered with any fatal flaws.

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  25. Ryan B says:

    Fortune 500 executives and especially Boeing executives need to read this post. There are pearls here.

  26. Sandra T says:

    Delay upon delay by Boeing for delivery of the Dreamliner because of very poor process management. Great post.

  27. Edna Erbstein says:

    Hey, this has been a brilliant help to me. I have had some really strange trouble in my private life recently and it is funny how certain things can really pick you back up or make you look differently on the horrible stuff and help to get busy with the other things in life. Anyway thank you.

  28. Boeing shareholder says:

    I’ve been very frustrated with the delivery delays with the Dreamliner and enjoyed reading this post. I’ll be back.

  29. Chinese reader says:

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  30. Anonymous says:

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  32. Ed says:

    As companies are struggling in this economic downturn to cut costs and stay competitive, they seem to be willing to take on more risk in their decision-making. They venture out of their comfort zone and often stray away from what they know best. Boeing is an excellent example when they outsourced the design and manufacturing of some of their major critical components. I believe Optimal Thinking can help them consistently make the best decisions despite the circumstances with an optimal risk mitigation plan verses just thinking positively or even wishful thinking in some cases.

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