Watch videos with subtitles in your language, upload your videos, create your own subtitles! Click here to learn more on "how to Dotsub"


0 (0 Likes / 0 Dislikes)
>> Welcome, Boeing Oklahoma City, and welcome to our aircraft modernization and modification colleagues at our other locations. This is Michael Clayton, site director and senior counsel, and with me is Scott Strode, senior site executive. And we're going to talk a little bit about what Scott learned at the Boeing Leadership Meeting. So, Scott, you're fresh back from the meeting, and those are always insightful conversations among the leaders of the company. Can you give us, here at Oklahoma City, an idea of what you learned that's pertinent to our day-to-day? >> Sure. Thanks, Michael. Yeah, this is an annual meeting for those who are maybe new to the company where the senior leadership and the Boeing vice presidents from all aspects of our business come together for a few days to focus on really kicking off the year, reflecting on the prior year, but more importantly, thinking about our direction and going forward and to really listen to our senior leadership explain their thoughts, their expectations of what we need to do together. I would characterize this one... And I've been going to these for many years. I would characterize this meeting as really good, very upbeat. It was really nice to see our ex-COO and other senior leaders very aligned around our strategy and messages. Much of the material from the Boeing Leadership Meeting our employees can find on the Boeing site if they want to see a lot of detail, we're going to be flowing down detail materials through our management chain and there will be an expectation share. But if people want to see it, they can look at the BNNs that have been coming out from Dennis, they can also go to sharing our flight plan and see what that material looks like. I think the thrust though of this year was to number one, say, we had a good year last year, overcame a lot of challenges, but really are ending strong, significant backlog, and of course, we all see what the external community thinks about us in terms of stock price and reflecting not only our current performance but our future outlook. A lot of time spent this time dialoguing around Boeing's strategy and aligning behaviors, values, and initiatives across the company all together as One Boeing to drive the company forward. One of the most important aspects that we heard is this... New shift towards a single set of defined Boeing behaviors that are going to be flowed out and the expectation that we all understand take the time to embrace those, personalize those, but use those as One Boeing headset in terms of how we drive the company going forward. We have a great outlook going for both in BDS as well as BCA in terms of backlog new programs, development, innovation, and things going on around the country and the globe. So it's great for us in defense to listen to things that we don't normally hear about in BCA and likewise. It's also a meeting where we get a lot of chance to dialogue with our colleagues and peers across the company and share experiences, talk about things that we can do together, learn what's working and what's not and take those best practices or relationships back and use them in our workforce. That's really important for us here in Oklahoma City because we have so much global work coming up that getting to talk to all the people around the globe that we interface with and will work with on these big programs is really a key thing for me. You'll see though as this new material rolls out that what Dennis is doing is now has one sheet with our mission, our values, our strategy, our goals, all one sheet. So it's meant to simplify and create that single sheet of music that we can all align around on how we drive this company forward. There are words that are pretty easy to understand, there are words though that are expected to be embraced and personalized for each business, not changing the words but figuring out how we all look at that single Boeing mission and strategy, and values, and behaviors, and bring them to life in our business. >> So, Scott, when we, here in Oklahoma City, hear about these Boeing values you're talking about, our minds automatically go to our core four. So how do you see or what similarities do you see between these Boeing behaviors and our existing core four strategies? >> Well, I think what... Let's go back in terms of a little bit of history on what's happened, you know, we have come together and grown significantly here in Oklahoma City, and the leadership that has been here Steve Goo, Mike Emmelhainz, yourself, many others across our community recognized that we needed certain driving force to bring the site together... As programs came in and as we significantly grew over the past several years, and the core four has really been one of those foundational elements, so I think it served us well. I think it's also been recognized across the company as one of the tools that has been successful in aligning people and has been absorbed, if you will, along with other aspect, along with other areas of the company's similar activities to create kind of this overarching sense that we all need to have a set of values and behaviors to align around. So you'll see as people look at the specific behaviors, the Boeing behaviors, and you compare those to what we have with our core four, the words are different, but the meaning is really the same about working together, about taking care of each other, about innovation and investment, you know. And I encourage everybody to really not focus on the fact that we're "replacing" the core four with the Boeing behaviors, but really look at how what we want to strive to do every day is absolutely embedded in the Boeing behaviors and they're very much aligned and complementary. So we're going to be messaging through materials on walls and management flow down the fact that we will be using these set of Boeing behaviors in place of the core four as will all of the Boeing company, but we don't want it to be a negative, we want it to be a positive on how we can rally together with the rest of the company and really, really continue to grow and thrive as a bigger Boeing company. >> And, Scott, you said something there that sort of piqued my interest. You said this is not really, really meant to replace, and as I understood it at the meeting, some of the charts you saw about these Boeing behaviors had sort of pictures of the different sort of site level behaviors that sort of formed the basis for what became the Boeing behaviors because I understand Oklahoma city's core four was a part of that. >> It was. It was. And it was an example of a great work that we have done here. There are many other locations in the company that have done similar work. But you can, if you step back and think about us with one of our are really overarching strategies of operating as One Boeing, if every site or every business had its own, you know, it is harder to align around the things that are going to make us, you know, as successful as possible. So it was certainly was considered... I had heard that a couple years ago when Tony Parasida was our senior leader in HR that they started this work. So again, we don't want people to say well, you know, we're taking something away that we built here rather what we want to say is, "Hey, it's been built into something bigger and even better and it represents the rest of the company." >> Yeah, and I think it's interesting that we should take pride in the fact that we were sort of thought leaders on this move to some degree, you know, we were helping shape what ultimately the enterprise has embraced, that's really important. >> Right, you know, it's recognizing that we are a community in and of ourselves, and we recognized here that we needed to have a common language that we can all align behind, we value each person's personal diversity and what they bring to the table, but we want them to also understand how to apply their diversity to a common set of behaviors that we can drive our business with. So I think it's really good. And again, it doesn't mean that we stop focusing on what's important to our community of employees or a community of Oklahoma City, it just means that we apply the Boeing behaviors towards what we do here. >> And you pulled on another interesting thread there. What sort of benefits do you see to our employee base in making this transition to a more unified look at these values? >> Yeah. I think it's really important. And I think, Michael, you and I have shared the podium at several of our All Hands events, and one of the things that I've tried to characterize as really important for us is this notion of working beyond our regional boundaries here as One Boeing. It's critical to us, as we have now become part of SSM in Shelley Lavender's organization that we recognize the strength, the abilities, the capacities in that broader division. It's also important, as we look at our growth path forward that we have many programs on the horizon that we will not do alone, that we need resources from outside of our own business. We're going to be doing work and we do work globally today or in other locations in the United States such as San Antonio or up in the Northwest. All of these things suggest that we need to be ever mindful of how to tap in to the greater power of Boeing and have that come to play in terms of what we do daily for our business. Likewise, we have great skill here and knowledge about our programs and that can be shared by others who are pursuing similar kinds of businesses, we see Recapitalization programs taking off like the Presidential Aircraft Recapitalization or JSTARS or these other programs, and we have a lot of knowledge around mission systems and how to work with the customer. So it's not just us pulling, but it's also providing insight and input to others. So by doing that, you know, that's really brings to life this notion of Boeing operating as one entity and it's truly our differentiator. If you look at our competitors, most of our competitors are really a little more fragmented than we are in terms of divisions, our programs, our locations. And as a result of that, they don't bring their entire company together to apply to a problem versus the way we do it, we do. >> And I think there can be very little debate that the state of the site today is one that relies much more on the broader Boeing than maybe it once did. And so we just by virtue of what we're doing here are transitioning into that broader One Boeing concept, so this is probably a timely thing for us, would you agree? >> I would think, yes, it is very timely and for a couple reasons, we know we've had challenges in the last couple years with respect to staffing as an example. Well, so many other locations also have those challenges. Together, we can solve those challenges better. We go out and look at talent and recruit talent together. We share experiences, we share best practices of how to attract and retain. We share resources. An example that was recently shown is one of our training sessions, how we're using technical lead engineers here from other locations to help bring knowledge to our workforce, so that's tapping into resources that are under other areas. We're coming into a timeframe where we're going to experience some big development programs. And those programs are going to require types of skills and resources that we don't normally have here. For example, if and when, or if or when we get into formally beginning the reengineering of the B-52, that's a whole propulsion system that we have not dealt with here in Oklahoma City ever, and we have not done a big reengineering program in the company for many, many years. So what we need to do is recognize that and reach out to the rest of the company and work with the skill bases across the enterprise that do have that experience so that we can bring that to bear and not suffer from, you know, some painful lessons learned just because we're trying to do it all together. Likewise, with radar, and now we're looking at Radar Modernization Program. We have tremendous knowledge and skill about how to integrate new radar systems in St. Louis and the people who have the knowledge over that supply chain. It would be not the right thing for us to not reach out and take advantage of that and set expectations that we work together on how to do that. Those are just a couple examples, but there are many more as we look at our future and our growth. >> And, Scott, I know we've talked about some of the challenges we faced with different groups moving to Oklahoma City and some legacy tools not necessarily aligning well. Do you see this move to a single set of Boeing behaviors is really just establishing that common language for all of us so that we can, as we're reaching to these other sites, speak to one another in a common language about culture? And what benefit do you see from that sort of cultural aspect of that? >> I think it's a common language and it's... But it's really about if you look at and you read them literally, it's really about things that we all need to strive to do and sort of set a tone that these are embedded in Boeings culture than maybe a little unique if you're in Riyadh, Saudi Arabia versus Oklahoma City. But they sort of transcend individual cultures and try to drive us into this top one. For example, you know, lead with courage and passion, make customer priorities our own, win with speed, agility, and scale, these are just three of them. But those are things that, you know, you can apply anywhere in the company, they're hard to debate that they're not the right things to do. But they allow you to say, "Well, who is my set of customers? And what are my customer's priorities? And how do I take a behavior like make customer priorities our own," and internalize that here. So it is a common language, it gives us things to focus on. It ends the sort of debate about each group having its own unique set. But it does also... They are broad enough to where we can make them come to life with our own, you know, people, our own customers, our own location. >> And that sort of leads us to the million dollar question. And the emphasis on one company is, you know, we are seeing dividends as you pointed out in the market currently on this renewed emphasis. But as you know, all politics are local. So what does it look like for Oklahoma City? What's our glide path as a site in this bigger sort of One Boeing play? >> Well, I think, first of all, it's a very positive glide path and all of our employees should see that... Through the tangible evidence of the growth that we have here, the expansion that we've been undergoing, the emphasis by leadership on coming and visiting and being a part of Oklahoma City, that shows that it's considered to be an important part of this broader Boeing fabric. The criticality, the nature of the programs that we manage out of here are some of the highest visible and highest priority ones. I look for our future to be more of the same, you know. If we can help set our own destiny by executing well and turning out into more business, we can help ensure growth by being efficient and affordable and productive and we have a lot of things on our way to do better at that. We also have to recognize that you're right, Michael, we did bring in work from many locations and, you know, we struggle because they all have their own unique micro cultures, their own processes, their own tools, and they came to a location which in its history wasn't an engineering development center of excellence, so there was no prevailing set of tools and practices here that universally applied to all that work. So we're going through that growing. But at the same time, as we learn how to go through that together, become stronger together. And, you know, we'll be a really effective team when we begin to stabilize through that and we're seeing that now. The overall One Boeing mindset doesn't necessarily mean it's one-size-fits-all either, that's another thing we've got to be mindful of is that we do have our own unique accounting structure, our own unique community, our own unique business model that deals with modernization modification airplanes which is different than producing, you know, 50 to 60 737s a month. So there are unique characteristics of each business model that are recognized and we need to, again, work what's best at the One Boeing level, but at the same time, do what we need to do to execute our business and to win more of it locally, and that's the balance that we always strive to achieve. >> So from my perspective and my sort of role here, Scott, my commitment to both you and to our employees is that the things we were seeing where we were rallying around the core four, and the recognitions we were offering, and the emphasis we placed, really won't change from my perspective. The words might be different, but the spirit in the effort behind it will be identical. That's sort of my commitment to this shift. Do you have any parting thoughts or any parting words about the things we discussed today for our folks? >> I'm glad you said that. And we are not going to deemphasize the recognition of our employees and how they embody our values and behaviors. We will use the Boeing language as a means of conveying why we're recognizing people in lieu of strictly the core four. But it's critical that we continue on the path that we built with the core four. I look at it as one of those building blocks on how we drive this business forward and strengthen our ability to work together to solve problems to focus on what these customers need. We have a great outlook, and I so much appreciate partnering with you and how we work together down in what's important to the site and simultaneously growing and executing on the business and meeting what our customers' needs are. So we have a great future, amazing energy of our employees as they work on not only their business problems at hand but working together to make our site and our business stronger. So we look forward to continuing that and seeing Oklahoma City become an even stronger part of the overall Boeing growth trajectory and success for the next century. >> So thanks for sharing with us, Scott. And thanks to everyone who's listening. And we're looking forward to the opportunity to bring these new Boeing behaviors to life here in Oklahoma City.

Video Details

Duration: 19 minutes and 43 seconds
Year: 2018
Country: Andorra
Language: English
License: Dotsub - Standard License
Genre: None
Views: 40
Posted by: kenday7853 on Jan 29, 2018


Caption and Translate

    Sign In/Register for Dotsub to translate this video.