Phoenix Defense, LLC.’s Post

Lots of inquiries over the weekend about Spirit AeroSystems. I was at Spirit AeroSystems when the first divestiture was occurring. At that point time the toughest items to deal with were IT separation and intellectual property (IP) segregation. Geographically the Spirit facility layout is conducive to segregation. Most Programs have their own assembly building(s). There will have to be two more Spirit Corporate Organizations (Defense is already segregated as a separate organization). That means separate engineering, supply chain, manufacturing, MRO, and back office support teams. Essentially it will be building a system that resembles Rolls-Royce Defense North America where corporate can monitor money coming in and money coming out but not see what's happening inside. The complications and nuances of this reintegration should not be under estimated. Both from an operational perspective as well as the prospective of other customers who will insist in assurances intellectual property and manufacturing cert and qual processes are secure. (written from a historical (2008-2010) and network perspective, I have no role in the current conversations... open to conversations) #globalbusiness #MBA #Aerospace #AeroStructures #SpiritAeroSystems

Boeing has announced the appointment of Robert "Kelly" Ortberg as its new CEO, following a significant loss in the second quarter. Ortberg, with extensive experience in the aerospace industry, will take charge as the aircraft manufacturer seeks to recover from safety and quality control issues. He will assume the role on August 8th, replacing Dave Calhoun, who is set to depart the company later in the year.    In addition to the CEO announcement, Boeing released its second-quarter results, which fell below analysts' expectations. The company reported a net loss of $1.44 billion, influenced by lower deliveries of commercial aircraft and various challenges within its defense business. Revenues also declined by 14.6% to $16.9 billion. Boeing continues to face the consequences of supply chain difficulties, escalating engineering costs, and technical problems. Source: https://lnkd.in/gfMb4h6T #boeing #boeingceo #aviationnews

Pat Shanahan is enlisting quite the all-star team of retired Boeing (and Spirit) executives to help right operations in Wichita. Among those advising the new Spirit AeroSystems CEO: Mark Jenks, who played a huge role in turning the 787-9 and -10 into stunning widebodies and later led the 737 program through one of its toughest times -- shutting down and re-engineering Renton. He retired last year as Boeing senior vice president for airplane programs, a role Shanahan once held. Check out my scoop, linked below. #boeing #boeing737 #aviationindustry

🚀 New M&A Report: Boeing x Spirit AeroSystems 🚀 Excited to share my first M&A report co-authored with Anshuman Sowmyanarayanan at World Bourse! We analyzed Boeing's strategic acquisition of Spirit AeroSystems

Looking to uncover Raytheon, Lockheed Martin, Collins Aerospace, General Dynamics, and Boeing's top tips for flexible and efficient manufacturing? Join us at the Smart Manufacturing for Aerospace & Defense Summit in Chicago, IL, USA on 29 October 2024 where manufacturing automation leaders will unite to collaboratively tackle their biggest digital transformation challenges. Key themes of the summit include: - Forging the factory of the future through intelligent #automation - Cultivating a digitally-fluent aerospace workforce - Advancing the model-based aerospace enterprise It's your last chance to claim your early bird offer. Save up to $200 by registering online TODAY: https://lnkd.in/eqUpdHEE #SmartManuAerospace #AerospaceandDefense #Manufacturing #Industry40 #DigitalTransformation

Is Boeing America's next General Motors? Boeing, like GM once was, is still a leading, dominant, admired, revered, iconic, culturally relevant, industrial juggernaut. Is it going to allow itself to be tripped-up, potentially befallen, by issues of quality, productivity, culture, etc. Note I mentioned "allow itself", as these things are all internally controllable. Let's hope Boeing can get this fixed, restore customer, traveler, and investor confidence, and fast. Currently, Boeing operates in a duopoly. Parallels might/can be drawn to GM's historically dominant automotive share position of the past (60%). The best way to invite competition in, is to fall behind on quality, productivity, service, etc., - the promises one makes - leading to disappointed customers, stakeholders, and investors. Hopefully Boeing is humble enough to listen, learn, reflect, and do what needs to get done.

🛫 Boeing's Strategic Move Under Pressure 📉 In the midst of ongoing safety controversies, Boeing is making headlines again with its acquisition of Spirit AeroSystems, a financially stressed supplier. This move aims to stabilize its supply chain and address critical safety concerns. Discover the strategic and financial implications of this bold decision in our latest M&A research report. Credit: Anshuman Sowmyanarayanan (Lead Analyst): Deal Structure, Overview, Rationale, Conclusion Scott Armstrong: Executive Summary, Synergies, Risks #Boeing #SpiritAeroSystems #MergersAndAcquisitions #Aerospace #SupplyChain #AviationSafety #EquityResearch #WorldBourse

🚀 Our first M&A report is now out! Boeing's latest move amidst ongoing controversies is a bold one. Our recent M&A research report dives deep into Boeing's acquisition of Spirit AeroSystems, exploring the strategic and financial implications. #Boeing #SpiritAeroSystems #MergersAndAcquisitions #Aerospace #AviationSafety #EquityResearch #IndustryAnalysis

F___k up a company and then take the golden parachute. If you want to see why American business is so corrupt, here is a perfect example. I am not sure Culp is the answer. He solved a financial problem at GE and he did well running Danaher, but this is a cultural problem, reverse the McDonnell Douglas profit first approach and re-establish the technical culture that made Boeing what it was, a model engineering company.

Anne Marie Squeo Fast Company article is an excellent read on the qualities that the new CEO at Boeing should bring to the table. As the hiring kicks in for one of the most visible CEO roles, it is a considered contextual navigation of the Insider vs. Outsider CEO Debate. What Should Boeing’s Board Do?   When I worked for GE fresh out of business school, my American colleagues would always say, “If it ain’t Boeing, I ain’t goin’!” Thirty years later, challenges at @Boeing have people now saying the opposite.   Following years of turmoil and need for transformation, the company’s board faces a tough decision: Should they choose an internal or external candidate as the next CEO. Traditionally boards go external when change is needed. Yet according to recent research, while internal appointments declined slightly in the US S&P 1500, they rose to 84% in FTSE- and Nikkei-listed companies in 2023, suggesting U.S. companies may be more risk averse than international ones. However, context matters in selection.   Pros and Cons of Key Considerations: Cultural Fit vs. Fresh Perspective: - Internal CEOs: Quick integration and stability but might lack new views needed for transformative change. - External CEOs: Innovative ideas crucial for turnaround but may face longer onboarding periods. Cost and Effectiveness: - Internal Hires: More cost-effective and quicker to transition, minimizing disruption. - External Hires: Costly and time-consuming but can introduce necessary innovations. Likely to take tough decisions faster. Stakeholder Relationships: - Internal CEOs: Established relationships fostering trust but can create friction with past peers. May struggle with tough people decisions. - External CEOs: Objective decisions beneficial for restructuring, but building relationships takes time. Leadership Continuity, Innovation, and Pace of Change: - Internal CEOs: Ensure continuity and stability but may move too fast under pressure, risking existing capacity to execute. - External CEOs: Ideal for turnaround strategies, navigating challenging times with fresh approaches. Will need to pace execution to value, define the urgent vs. the strategic.   My Recommendation: ·        Define the critical jobs of the next CEO and the risks to succeeding. ·        Hire a team, not a CEO. Once you know the jobs to be done, build a team that combines outside ideas within inside knowledge to transform Boeing. ·        Identify the 20-30 roles that will drive the most value. Hint: they are likely a few layers down in the organization. Ensure these roles are structured right have the best talent and all they need to win.    What would you add to this list? What else should Boeing do to return to its once-great status?   #CEOsearch #leadership #transformation #talenttovalue