Boeing Case Study

1. Select one or more diagnostic models that you believe provide a framework that succinctly identifies the key factors at the center of the Boeing situation. Explain your choice of model. It is our observation that the 7-S Framework model and the six box organizational model succinctly identify the key factors at the center of the Boeing situation. These models are often used as a tool to assess and monitor changes in the internal situation of an organization.

The 7-S Framework focuses on seven key components: Structure, Strategy, Systems, Style, Staff, & Super ordinate. Below is an explanation of a select few of the key components of the 7-s Framework model:

1. Strategy- Boeings strategy was to update the technology systems, downsize their operations and reestablish relationships with their suppliers and the only chance of cutting operating cost.

2. Structure- the problem of 1994 was the Airbus (their main rival-booked more orders). This shocked the management executives and began series changes that were implemented to overcome the bureaucratic structure, outdated technological systems, and unnecessary processes in a company that reportedly changed.

3. Systems-Boeing adopted the principles of creating more value for customers with fewer resources.

4. Style-the decision was made to diversify from the traditional commercial airline industry and that many acquisitions that were made create integration issues for the company. They were trying to add more stability to the business by entering the space industry and information services.

The Six-Box Organizational Model key factors focus on six variable- purpose, structure, rewards, helpful mechanisms, relationship and leadership. This model is beneficial to sustain awareness. Below are examples of the Six-Box Organizational Model that identifies the key factors at the center of the Boeing situation.

Purposes: