If he follows the lead of his predecessor and continues the management system that Mulally introduced, Fields is likely to take the automaker to even greater heights. In business, there are few things more powerful than a good management system. Fortunately for Fields, he has inherited a great management system. The Problem is the System, Not the People Upon assuming the leadership of Ford, Mulally brought a sense of focus that had been missing from the dysfunctional management team he inherited.
Our research and experience has led us to identify five core skills that are essential for such leaders. Great transformation leaders understand the power of a story well told. They build a collective leadership capability.
They also understand that high-value employees want to take part in a leadership capability that is distributed throughout the organization rather than concentrated only in the C-suite.
They install disciplined processes to drive innovation and growth. So when the financial crisis hit, they were unprepared to drive deep change. They were a purpose-driven, principles-led company without a deliberate emphasis on building a high-performance culture.
They align promises made with metrics and rewards. When a leader lays out a vision of a collaboration-based business model, that leader had better reward collaborative behavior and offer negative consequences for siloed, zero-sum behavior.
Great transformation leaders align their messaging with a series of metrics, milestones, and rewards that are consistent with those messages. A company with a vibrant, forward-looking talent strategy has a built-in engine for growth, revitalization, and renewal. It will have the capacity to turn that scanning capability into an effective talent-acquisition strategy.
Continuous, just-in-time learning will be the norm.
Five Essential Mindsets Possessing the leadership skills outlined above is essential, but insufficient to bring about transformational change. We have seen leaders who tell great stories, have execution plans and metrics in place, and have installed a sophisticated human capital strategy, yet still have not been able to move their organizations to a higher plain.
The reason for this has little to do with the story not taking hold, or deficient plans and metrics, or having a professional yet misguided human capital system.
The reason is simpler. It has to do with the tone, approach, and sense of perspective executives bring to the table when leading major organizational change initiatives.
It requires leaders who see the forest and the trees, who see complexity not in a zero-sum manner but rather through the yin and yang lenses of dualities.
Demand for its products was decreasing, and Ford had been losing money and market share. Why did I take the job under such circumstances? I was being asked to serve a company that, like Boeing, where I had served for 37 years, was an American and global icon.
Companies like Boeing and Ford are very important; they represent a substantial portion of the economy in the United States and worldwide.
They provide safe and efficient transportation, technology, great careers, and great jobs.The year-old Muilenburg hails from Boeing’s defense and space unit, and his selection signals something of a culture change for the company’s executive leadership.
Boeing has announced that Mo Yahyavi will be the new leader of its supply chain operations. Yahyavi, the former head of the company's program, has been named vice president of supply chain management. aerospace leadership Boeing Vision • Enterprise Management Lead the Enterprise Provide Legal Services (J.
McBrew) Integrate & Deploy Processes & Procedures (P. Smith) Ensure Quality & Mission Assurance (A. Jones) Ensure Integration of Strategic Business &. "Within the Boeing C program, it is widely recognized that the story begins and ends with leadership," Laurin and Morningstar write.
"We are not saying it begins and ends with the positional leaders or management -- but with a new definition of leadership.".
Boeing announced on February 1 a series of new leadership assignments within its Integrated Defense Systems unit designed to build on continued strong performance of the company's defense, intelligence and space businesses, which earlier this week posted record financial results.
Boeing: Management Analysis Boeing is the largest producer of commercial jets and aircrafts used for military purposes. At present, the company is a dominant player in the airline industry.