Boeing Overview Boeing is the world's largest aerospace company and leading manufacturer of commercial jetliners, defense, space and security systems, and service provider of aftermarket support. Boeing products and tailored services include commercial and military aircraft, satellites, weapons, electronic and defense systems, launch systems, advanced information and communication systems, and performance-based logistics and training. Boeing has a long tradition of aerospace leadership and innovation. The company continues to expand its product line and services to meet emerging customer needs.
Amplify imagination Summary Boeing has piloted a bottom-up approach to innovation in leadership, productivity and new ways of working. Boeing leverages the talent ofpeople across 70 countries with a diverse range of business and technical skills.
But changing leadership, culture and working practices is hard. SWP were seeking innovative ways to do this. In the business environment was uncertain, in the face of world recession, strong competition and long-term diversification of the aircraft market.
These four innovation tools can work together nicely to support creative and innovative people through the many phases and iterations of their work in the innovation process. When these methods are combined effectively they can make a tremendous difference by helping individuals and teams achieve much better and much faster results. Leadership and innovation By Joanna Barsh, Marla M. Capozzi, and Jonathan Davidson What metrics, for example, would have the greatest effect on how people work? One company required that 20 percent of its revenue come from products launched within the past three years. Companies’ practices vary particularly widely here. One executive. Yet, the challenge of innovative complex projects has received limited research attention and little theory development. This article provides a retrospective analysis of the difficulties experienced by Boeing during the development project of its highly innovative Dreamliner aircraft.
The business focus in this year was on growth, productivity, leadership and functional excellence. Unlike many training programmes it was entirely voluntary, based on enthusiasm for learning and for their ideas for business improvement or innovation.
It was aspirational rather than remedial learning. It represented, for us, an experiment in bottom-up adoption and sharing of new technologies and ways of working.
A new approach to IT, HR and the management of change. Here is the timeline in detail: The pitch was that volunteers would commit to spending 24 hours over 3 months, including 2 face to face workshops and would receive support achieve a business goal or project of their choice.
Feedback was positive and a list of volunteers was quickly put together. March — April Working closely with SWP and members of the REACH network, the Ci team designed the Lab programme, which combines new ways of working via conference call and using on-line tools with more conventional face to face workshops.
April — June The Lab kicked off in April with a conference call to introduce the Lab and invite participants to identify a business challenge they aimed to address with the support of the Lab.
Participants were also invited to complete an on-line tool, in preparation for the hour Innovation event: A key outcome was each individual mapping their own networks and conversations in relation to their chosen business challenge.
Over dinner, Ross Smith a manager from Microsoft shared his experience of building trust and improving productivity within a team, using a conversation-based approach. The SWP team and Ci reported back initial outcomes from the Lab pilot to the global head of HR for Boeing, showcasing the results from 3 business challenges elected by the participants to demonstrate tangible results from the Lab.
Some managers were less engaged and this had the effect of de-motivating their younger colleagues. In response, we gave them real opportunities to opt out to emphasise the voluntary nature of the Lab.
They all opted to continue. For an initiative about new ways of working, all participants need to be able to use basic collaboration tools like web ex, share point, global conference calling.
However we stumbled with the use of these tools —we had overestimated participants familiarity with them.
This was effective in building the essential skills for these emerging technologies. Practical tools and different perspectives explored through the Lab experience encourage thinking in new ways.
Progress was accelerated in many of the business challenges chosen. Improved employee morale, potential cost reduction and an increased opportunity for folks to raise environmental concerns. Before the Lab I was just operating status quo without questioning approaches or trying to think of new ways to make communication more effective, especially in virtual situations.Overview of Boeing Planning Tools Alex Heiter Network, Fleet and Schedule Strategic Planning Schedule design, best practices, connection analysis, etc.
What Kind of Work Does Boeing NFP Do? NETWORK & FLEET PLANNING FOCUS AREAS: 7. Leadership and innovation By Joanna Barsh, Marla M. Capozzi, and Jonathan Davidson What metrics, for example, would have the greatest effect on how people work?
One company required that 20 percent of its revenue come from products launched within the past three years. Companies’ practices vary particularly widely here. One executive. There are four different types of innovation tools that we’ll describe here, including the design of the work place itself, practices that encourage and even enable effective collaboration, open innovation approach to connect inside innovation teams with outside partners and experts, and online tools that constitute the virtual work place.
Boeing has piloted a bottom-up approach to innovation in leadership, productivity and new ways of working. The Workplace Innovation Lab pairs 'Gen Y' employees with their manager and provides 90 days’ support to accelerate business priorities, focusing on leveraging personal networks, powerful conversations, and new technologies.
At Boeing, Innovation Means Small Steps, Not Giant Leaps Company’s shift reflects how the industry has changed. Supplier Quality Information System (SQIS) Supplier Quality Information System BEST Boeing Enterprise Supplier Tool applies to the supplier’s work scope) Boeing process and material specifications (as it applies to the supplier’s work scope) Products (applications) are.