BOEING CULTURE For the second business culture I will investigate, it is the Boeing Company. The Boeing Company produces aircraft and satellites among other technologies for the aviation industry since their foundation in 1916. Since the foundation, the Boeing Company has built an empire when it comes aviation, but that does not happen without a vision for the company. Direct from the website, the Boeing Company’s vision, mission and purpose is “Connect, Protect, Explore and Inspire the World through Aerospace Innovation.”( //www.boeing.com/principles/vision.page). This statement is bold and says a lot about the vision of the company and it inspires employees at Boeing. But how does the vision tie into the culture? The Boeing Company has established …show more content…
Many companies have prepared with the most advanced forms of machinery however, they fail and even ignore the most important concept of having the successful organization. In Jim Collins, Good to Great, he states “the executives who ignited transformations in their business did not first figure out where to drive the bus and then get people to take it there. No, they first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it.” (p.42) In other words, starting a business requires a foundation built on the right people who create a culture. But corporate culture is not just based by the employees but also the CEO or leader who allows the culture to develop. In the next chapters, we will be discussing well-known companies that out-performed their competitors by maintaining an environment based on …show more content…
Amgen went from a struggling enterprise into a 3.2 billion company by creating blood products to improve lives of people suffering from chemotherapy and kidney dialysis. (Collins, 2011, p. 120) The most important trait mentioned by Rathmann was the culture of discipline. He credits his success to past experiences and employments. Some examples include setting objectives for the year. Plans would change but what never changed was what they measured themselves against. They focused on what they accomplished relative to exactly what they said they were going to accomplish. (Collins, 2011, p. 122) The point made here is that great companies built a consistent system that allowed their employees freedom and responsibility to work within that framework. A culture of discipline doesn’t begin with trying to discipline the wrong people into right behaviors. It begins with getting the right people on the bus and managing the system rather than the