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Dennis Muilenburg succeeds Jim McNerney as CEO of Boeing in July 2015. He is former head of Boeing's defense and space business. Muilenburg's challenges include reducing costs on the 787 Dreamliner, and adapting its defense business to the situation of cuts in U.S. defense spending for reducing the deficit. Muilenburg was made president and COO in Dec. 2013.

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The influence of business executives who helped shape president Trump's views on Mexico, China, Export Import Bank, and other issues is covered by Stokols and Bender of WSJ. On Mexico the departure of Mike Flynn helped moderate views, Wilbur Ross, the Commerce Secretary also provided a moderating influence. The plans are now to change NAFTA but not entirely redo the agreement. On the Export Import Bank the views of Boeing CEO Muilenburg, who explained to Trump why the Bank supported U.S. exports and how other countries had similar banks, led to the president filling the bank vacancies. On China the influence of NEC head, Gary Cohn, former president of Goldman Sachs, and other business executives, led to a less confrontational position. The president once called NATO obsolete during the campaign but he met this week with NATO secretary general Stoltenberg this week and expressed strong support for NATO after rising tensions with Russia.

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David Calhoun, CEO of Boeing, replaced CEO Muilenberg in 2020 so that Boing could address problems with it's 737 aircraft. A piece of a Boeing jet 737 9 has a piece of the aircraft blow off on an Alaska Airlines flight in January 2024. Calhoun was with GE running its engine business for two decades, joined Blackstone, before becoming the new CEO at Boeing. The 737 9 aircraft emergency evacuation shows that the safety culture at Boeing rooted in manufacturing practices at Boeing factories and supplier factories is weak. The problem for this plane was a door and a plug made at a supplier in Wichita, Kansas, and assembly at Boeing factory in Renton, Washington, says this report in WSJ. Airlines are voicing their concerns. Southwest and Alaska Airlines have entirely Boeing fleets and do not source from Airbus. A look at Calhoun's background shows that he worked with GE till 2006 and has since then worked for Blackstone private equity, without the manufacturing experience that would be needed to tackle the factory operations and work culture and practices at the Renton factory and its suppliers. Calhoun graduated with a Bachelors degree in Accounting from Virginia Tech in 1979 and is from the Philadelphia area.  ...

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As David Calhoun steps down from Boeing following the stepping down of the previous CEO Muilenberg, both for quality issues at Boeing this report in Yahoo Finance by Allan Sloan shows the effects of the accounting training and lack of awareness and conviction to put Quality uppermost. Calhoun joined GE at the time when Jack Welch was running the company. The book by David Gelles looked at Welch's period at GE with concern because of the use of accounting methods and finance businesses to make results look better- "How Jack Welch Gutted the Heartland, and Crushed the Soul of Corporate America." Over the decades in which one sees American manufacturing neglected one also sees the rise of executives in finance who ran companies in America that showed little interest in the hard work of manufacturing and surrendered leadership to first Japan and then China. Boeing CEO Calhoun is shown as another of the CEO's from GE who trained  under Welch who joined Boeing and other companies.The adjoining video in WSJ points this out after the Alaska Airlines incident and other incidents of flawed plane design and manufacturing- the basic problem being a lack of Quality and Worker and Quality practices Friendly Culture at Boeing. WSJ says three layers of quality checks are essentially worthless without a emphasis on worker training, on quality culture, cost cutting to get planes out the door, and lack of investment in Quality Control and Inspection. ...

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Ostrower and Cameron point out that Dennis Muilenburg, the new CEO of Boeing, is first and foremost a engineer. He comes from a different background than former CEO Jim McNerney. McNerney graduated from Yale University, and followed a path of consulting with McKinsey, work at P&G, moved to General Electric where he worked under Jack Welch for many years, before the position at Boeing. This was a path for many CEO's at the time. As the U.S. returns back to its manufacturing and technological roots and with the manufacturing and technical problems at Boeing and Airbus, Muilenburg brings the right focus to meet future challenges. Muilenburg graduated from Iowa State University with a bachelor's degree in aerospace engineering, a master's degree in aeronautics and astronautics from the University of Washington He joined Boeing as an engineering intern in 1985, and is at Boeing since 1985. Since Dec. 2013 Muilenburg was president and COO, leading Boeing's effort to use automation to cut costs of developing and building commercial jets. Before that job he headed Boeing Defense, Space and Security, where he is credited with improving the operating margin from 9% in 2009 to 10.8% in 2013. He cut costs and closed facilities as the division share of Boeing revenue declined from about 50% in 2009 to about 34% in 2014 following defense spending cuts, but did this while maintaining higher research spending to drive efficiency improvements, say analysts. At Boeing Muilenburg's first 14 years were spent designing jets and military systems, some for contracts such as the advanced fighter jet program which Boeing lost to Lockheed, before moving to Washington D.C. for a new unit selling air traffic management services. He says the move was a period of personal growth for him more than any other period in his career. Muilenburg enjoys cycling, and puts in about 120 miles per week around Chicago...

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Peter Baker talks to experts on American presidents about Trump's 100 days in office. One expert says the presidency has changed Trump more than Trump has changed the presidency. Trump has told reporters recently that the job was harder than he thought, the decisions requiring much more thought and much harder. Described during the campaign as following instincts, impetuous and brushing off briefings, the Trump that has emerged in the early period is a president who surprisingly has been willing to listen to advice from Republican leaders in business and government. He has also changed course where appropriate on trade with Mexico, China, Germany and other countries, and shown decision making ability where appropriate such as over use of chemical weapons in Syria. He has listened to Muilenburg of Boeing on the Export-Import Bank, his Commerce Secretary Wilbur Ross on NAFTA and Mexico, to Gary Cohn his economic adviser for a careful studied approach on taxes and the economy, as covered here in Lyrarc.  And Trump has built a relationship based on discussions with president Jinping of China, which has helped create a stable climate for world trade and the economy after the ruffled period of the campaign. On NATO and South Korea he has given the lead to his advisers, Gen. Mattis, Tillerson and his vice president Pence. For this to happen president Trump with his exuberant and sometimes volatile personality has shown a capacity for learning and growth over this short period, surprising many. ...

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Boeing plans to make an additional $3.5 billion payment for its pension liabilities ahead of the time due. This is a result of its increasing confidence as sales of Boeing jets have increased with a backlog of orders of $500 billion. Shares are up 36% in 2017.

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Stephanie Pope is good for Boeing and good for America. Pope headed the parts and services business, and is now the CEO of the commercial aircraft unit. With quality defects a major issue for Boeing leading to two CEO's leaving early, the last being Mr Calhoun a finance executive leaving in December 2024, there is strong opinion that an engineer is needed, yet merely an engineer is not enough as Muilenberg an Iowa State engineer stepped down in 2019. Stephanie Pope has an accounting degree from Missouri State, joined McDonnell Douglas in 1994, which merged into Boeing in 1997.  She says "Culture beats strategy. If you have wrong culture you never succeed." and "Out of failure comes success. You can't be afraid of failure." It's rare to hear that. It also tells one that she has the right idea and practices about the process and hard work that gets results. Pros- she loves the company her grandfather was sheet metal inspector for the company, her father electrical mechanic, at McDonnell Douglas based in St. Louis, Missouri.  She has worked 30 years at the company. She aspired to be a teacher- and its good to have humility.  A VP in the parts and services unit describes how she helps out when quality issues come up in a hands on way bringing in engineers and other resources to help. The Chief Engineer says she is comfortable in the technical space.                                                  Cons- She has an accounting background. There is a sense that Boeing wanted to push planes out of he factory floor as fast as possible to meet production targets. Stephanie Pope with her humility, hands on style, her attitude in work with others, treating assembly line workers with dignity, her attention to the culture at Boeing, persistence in the face of failure,  all present a rare opportunity for Boeing and for America to engage in the task of renewal under a new leadership conscious of its responsibilities.        ...