Monday, November 16, 2020
Tuesday, November 10, 2020
Tuesday, November 03, 2020
In October 2018, Lion Air Flight 610 crashed into the sea soon after takeoff from Jakarta, Indonesia. Investigators identified a problem with the new Boeing 737 MAX jet’s stall-prevention system (known as the Maneuvering Characteristics Augmentation System, or MCAS). However, the Federal Aviation Administration (FAA) allowed airlines to continue flying the jet, while Boeing worked on some changes to the MCAS software. Less than five months later, Ethiopian Airlines Flight 302 crashed six minutes after takeoff. Once again, a faulty sensor triggered a misfire of the MCAS software. The system pushed the nose of the plane down repeatedly. The pilots could not determine how to stop the sharp descent, and the plane plunged into the ground at more than 500 miles per hour. Four days later, facing immense pressure from government officials around the world, Boeing grounded its entire fleet of 737 MAX jets.
The Boeing board of directors faced a multi-part dilemma. Was the current CEO still the right person to lead the company, or to what degree, if any, was he responsible for the position Boeing found itself in? Had something gone awry with the company’s culture after decades of engineering excellence? How did it come to happen that pilots suddenly experienced fatal difficulties flying the latest model of one of the world’s most-used passenger jets? And, how could Boeing ensure such a situation would not happen again?
Monday, November 02, 2020
|Source: Northwestern University|
Thursday, October 29, 2020
|Source: Fibre2Fashion.com |
Suzanne Kapner has written a great article about The Gap in the Wall Street Journal this week. She describes in great detail the formidable challenge facing new CEO Sonia Syngal. The long-running troubles at The Gap are summarized most eloquently by Ivan Wicksteed, former chief marketing officer at Old Navy (one of the retail chains operated by The Gap Inc.). The article quotes him directly:
Monday, October 26, 2020
The Observer Effect has published a fascinating interview with Daniel Ek, CEO of Spotify. Ek has a clear and concise take on how to tackle important issues, define his role in the decision-making process, and design effective group meetings. Here's an excerpt on how he thinks about defining his own role in the decision process in advance of discussions with his team members: