.petermrobison's new book 'Flying Blind' traces the crash of two Boeing 737 Max jets to a 1997 merger that replaced the company's engineering-focused culture with one obsessed with delivering “shareholder value” to investors. He spoke with moetkacik
The Ethiopian Airlines Flight 302 crash on March 13, 2019. Photo: Jemal Countess/Getty Images Three years ago, after the crash of two Boeing 737 Max jets in less than five months, an explanation emerged that was almost impossible for many civilian travelers to comprehend: The company had inadvertently outfitted the new planes with software that could cause them to dive into the ground.
That crash comes up often with the old Boeing heads as the trigger for a lot of productive soul-searching — and the inspiration behind the ultracollaborative culture that produced the 777 program. At some point — and I feel like I watched it happen — after the McDonnell Douglas merger, there was a decision that shareholders come first, a philosophy most closely associated with GE’s Jack Welch. The CEO of McDonnell Douglas, Harry Stonecipher, was a longtime Jack Welch protégé, and by controlling a vital voting bloc of the board, Stonecipher muscles his way into de facto control of the company.
We should establish here: In 2013, a series of battery fires caused the FAA to ground the brand-new 787 Dreamliner, which was already three years late and had lost $40 billion. They’re hitting that point where there’s nothing left to milk. But were you with them at the time? I couldn’t remember anyone in the business press dissenting from shareholder-value fundamentalism. I was shocked doing my research recently to read a devastating and detailed takedown of Jack Welch — At Any Cost, published all the way back in 1998 by a reporter named Thomas O’Boyle — that just about foretold all of this.
I find the behavior of senior management between the two crashes to be bottomlessly cynical because the warning lights were flashing red. They were hearing from pilots within Boeing and outside Boeing that this software can kill people if you don’t tell them about it.
At the top you get people like Muilenberg and former general counsel J. Michael Luttig and current CEO David Calhoun who think they are playing three-dimensional chess and have this unearned belief in their own intelligence. There’s a section in the book where Luttig uses his White House connections to try and play hardball in an attempt to acquire the Canadian plane-maker Bombardier, and it totally backfires.
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