Thread regarding Boeing Co. layoffs

A few unethical executives created a new Boeing culture in early 90s that deliberately and systematically devalued highly competent engineers and engineering managers so their loser family members and friends could be rapidly hired and promoted to the executive ranks without being competent or facing any competition from competent people.

Yeah...see below 4) and 5)....

What Boeing needed to do 20 years ago, but unfortunately didn’t because of arrogant, clueless, and delusional leadership, based on the famous Bob Bogash “Not Acceptable” discussion by seasoned Boeing experts of the time:

1. Failure to hold people accountable for meeting program schedules and milestones.

2. Creating a matrix organizational structure that leads to confusion over responsibilities and Problem No. 1

3. Fostering a "Yes-Man" environment under the guise of "Teamwork" inhibiting free voicing of legitimate program and technical concerns. Fear in the workplace in an atmosphere that preaches, indeed brags, about the lack of such.

4. Foolishly discarding decades of systems knowledge, hard-won, in exchange for un-proven, often computerized systems, embraced for their so-called "newness" and hi-tech hype. Total failure to even recognize the value of legacy systems.

5. Failing to recognize the high value of experience present in the seasoned workforce, replacing that knowledge with promises from in-experienced people who have to learn on-the-fly, and reinvent the wheel.

6. A senior management without technical skills to sniff out problems, combined with the elimination of a layer of seasoned technical people who, in the past, have acted as advisers to make up for that deficiency.

7. Embracing the corporate culture, and promoting people representing that culture, from a merger partner that was, in fact, a failing enterprise, with a long history of the sorts of problems that have now been transplanted into Boeing.

8. Promoting people without skills, experience, or abilities to achieve some sort of politically correct employee 'face' for the business enterprise at the expense of complete loss of program execution capabilities.

9. A very poor job of mentoring younger, less-experienced employees, and passing the baton from one generation to the next. This was especially exacerbated during the 1995 "early-out" mass retirement process.

10. A total meltdown in our ability to manage our supplier base; to coordinate design and build requirements; to assist them in their execution; to monitor their progress in a timely manner; and to intervene in advance of a crisis.

They think they can do an entire new airplane with a couple hundred engineers by using standardized parts that are just moved around the airplane with minor changes.

I expect it to go the same way as the 787. Not to mention none of the parts been manufactured by Boeing but by suppliers.

This is the kind of stuff bean counters and executives love but since none are engineers no concept of how impossible this is in practice. Perfect example of why you don’t want accountants instead of engineers running your engineering company.

They were expecting most of the engineers to be in Moscow. Guaranteed to be another late program and over budget.

While airbus who doesn’t even exist to make a profit but to provide employment for people in Europe will continue to gain a larger market share and be a profitable company.

Until Boeing replaces the board of directors and executives with actual experienced engineers I see no hope for them turning things around.