Tune in for the latest episode of Riskology by Infortal™, where hosts Dr. Ian Oxnevad and Chris Mason delve into how a breakdown in corporate culture led to the recent Boeing compliance failures.
Building a corporate culture isn’t just about buzzwords; it’s about empowering your front-line defense against risk. Ignoring the health of your corporate culture can quickly result in a crisis.
Using Boeing’s situation as a case study, lessons will be drawn on the need for a balanced corporate strategy that maintains a commitment to quality, compliance, and efficiency.
The Riskology hosts explore how sacrificing company culture for efficiency and profit can lead to catastrophic results for a company. In some cases, entire markets may feel the impact.
Maintaining a strong connection between senior leadership and front line operations is extremely important to maintaining company culture, especially in high-stakes industries like aviation. This also requires open communication and whistleblower protection to ensure that communication flows up and risks are dealt with early.
Join us for Episode 23 of Riskology by Infortal™: Boeing – The Hidden Costs of Bad Corporate Culture.
Resources:
Dr. Ian Oxnevad on LinkedIn
Chris Mason on LinkedIn
One reply on “Riskology by Infortal Episode 23: Boeing – The Hidden Costs of Bad Corporate Culture”
Great conversation about culture and the challenges at Boeing. While It was directly connected to the problems, the real culture problem didn’t occur when Boeing moved to Chicago. The real culture problem happened at the point of the merger between Boeing and McDonnell Douglas. Boeing was an engineering-driven, high-product quality culture, and MD was focused on securing deals (like the $60 million savings in moving to Chicago) and how everything looked on Wall Street.
When engaging in mergers and acquisitions, the key questions are:
Do our 2 cultures align?
What is the weakness in each culture?
What is our onboarding plan to protect and defend the “defined” best, sustainable culture?
Every organization should measure and improve its culture and make culture the number one item on its annual strategic plan.
An outstanding workplace culture will drive a successful bottom line.