| Nationalize? It would make more sense for the government to Engineerize. Maybe mandate qualifications for executives of certain types of engineering companies beyond a certain size. Looking at the fundamental engineering tasks that are under the umbrella of the chain of command, each entire chain from task to top executives should be composed of engineers having deep experience starting at the lowest levels of task performance. Where outstanding task performance, engineering ability, and experience can be crafted to overcome the sad situations where corporate ladder-climbing is instead favored to allow those without proper engineering ability to end up making important decisions. IOW if the tasks were design, manufacturing, and maintenance, each of those departments would be headed up by the best leader in the company at that particular task. Maybe a 10-year time frame, from first progress as task operator to leadership at this level. Before being laterally transferred to an adjacent department which retains its established leader, and the transferree retains their title and pay while actually having to spend some time performing some of those entry-level tasks for familiarity before being mentored back up the leadership chain in their new department in a much fewer number of years. Before further being given the immersion treatment within another key department. Enough of this and you've got the company's best leadership candidates having the deep and broad capabilities to lead the departments all together in a combined way. And eventually the top executives will be people like this and no other. The best the company has to offer, proven from the ground up. For some types of engineering where the business follows the design, manufacturing, maintenance progression, it might be ideal for some promising new engineers to start in maintenance, then move through manufacturing, then design. Which is in reverse, but that might be one of the ways to get the best designs more consistently. Provided this type of engineer has what it takes to be an outstanding designer to begin with, and from the start visualizes how each of their non-design tasks will be able to leverage their future design efforts to no end. And each of the leading engineers should have appropriate managers working under them to handle the non-engineering staff needs. Anything less and you're fooling yourself. If there were only some kind of national aeronautics administration within the government that had enough qualified engineers to oversee something like this for Boeing. It might just get off the ground. |