Reflect on the concept map that you created in the previous
exercise and consider the Dan Gilbert video from module one. Discuss your
protected values and how far you are willing to go to support those values.
Explore the level of protection associated with each of your major values
identified in the concept map and detail your thoughts on each. Finally,
discuss how those protected values would influence your decision-making.
I have the opportunity to have a career at Boeing and have been
here for almost 19 years now too. No, actually I think I am very fortunate and
maybe even spoiled! Boeing is a company and team of amazing people working in
one of the most exciting industries in the world. When you consider our many
accomplishments -- from designing and building the earliest biplanes to
creating and supporting today's supersonic aircraft and spacecraft -- you might
think we would be content with how far we've come. But a company of our size
and scope doesn't succeed by resting on its laurels; we are constantly
re-examining our capabilities and processes to ensure that our company is as
strong and vital as our heritage. In fact, our culture mirrors the heritage of
aviation itself, built on a foundation of creativity, innovation, aspiration and
imagination. Values play a huge part in Boeing. Not once in awhile or every so
often but every day. They are the foundation of the vision and embedded in the
culture with choices and decision-making. All employees are expected to be an
ambassador. The seven values include: integrity, quality, safety, diversity and
inclusion, trust and respect, corporate citizenship and stakeholder success
(Boeing, 2016).
Integrity includes character, ethical standards and taking
personal responsibility and accountability for our behavior actions. Quality
includes first-time quality and continuous improvement in all that we do to
meet or exceed the standards of excellence stakeholders expect of us. Safety is
we value human life and health above all else and take action accordingly to
maintain the safety of our workplaces, products and services. Diversity is the skills,
strengths and perspectives of our diverse team. Trust and respect is a culture
of openness and inclusion in which everyone is treated fairly and where
everyone has an opportunity to contribute. Corporate citizenship is being a responsible
partner, neighbor and citizen to the diverse communities and customers we
serve. We promote the health and wellbeing of Boeing people, their families and
our communities. We protect the environment. We volunteer and financially
support education and other worthy causes. Stakeholder success includes operating
profitably and with integrity, we provide customers with best-value innovation
and a competitive edge in their own markets; enable employees to work in a safe,
ethical environment, with a highly attractive and competitive mix of pay and
benefits, and the ability to further share in the company's success; reward
investors with increasing shareholder value; conduct business lawfully and
ethically with our suppliers; and help to strengthen communities around the
world (Boeing, 2016).
For example, the three models I included on the concept map were
SWOT, BCG and Hersey-Blanchard Situational Leadership (Krogerus and Tschappeler,
2008). These models are all used by Boeing. SWOT is used for mergers and
acquisitions, e.g., McDonnell Douglas, Rockwell International and Hughes
Aircraft Company (1997). BCG is used for stakeholders to summarize Boeing
divisions along with product mixes and lines in addition to strategy and
tactics. The Hersey-Blanchard Situational Leadership model is used for
self-directed/high-performance teams. The seven values are all applicable for
each model. There is no compromise (or exceptions) in applying the seven values
for choices and decision-making. That's what makes Boeing great and an
exceptional organization including celebrating the 100 year anniversary this
year (1916-2016).
The Boeing vision states "People working together as a global
enterprise for aerospace industry leadership." (Boeing, 2016)
References
Boeing (2016). Retrieved http://www.boeing.com/
Hoch,
Stephen J., and Kunreuther, Howard C. (2001). Wharton on Making Decisions. Hoboken, New Jersey: John Wiley &
Sons, Inc.
Krogerus,
Mikael and Tschappeler (2008). The Decision Book: 50 Models for Strategic
Thinking. New York, NY: W.W. Norton Company.
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