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• Case | HBS Case Collection | June 2020 (Revised October 2020)

  What Went Wrong with Boeing's 737 Max?

  William W. George and Amram Migdal

  This case describes the development of the Boeing 737 Max airplane model and the events leading up to two tragic plane crashes, in which a total of 346 people died: the crash of Lion Air flight 610 on October 29, 2018, in Indonesia, and the crash of Ethiopian Airlines flight 302 on March 9, 2019, in Ethiopia. The evolution of Boeing’s organization and management is described, focusing on the span from Boeing’s 1997 merger with rival McDonnell Douglas through the development of the 737 Max and the crashes. The case examines the antecedents and possible causes of the crashes, both through the lens of industry and competitive dynamics and through the lens of corporate culture and development processes at Boeing. The development of the 737 Max is described in detail, including the factors and decisions that led to the development of the Maneuvering Characteristics Augmentation System (MCAS), the system that ultimately led to the crashes. Information about Boeing’s response and actions during the period between the two crashes is also included in the case.

  Keywords: Communication; Communication Intention and Meaning; Communication Strategy; Forms of Communication; Announcements; Decision Making; Decision Choices and Conditions; Judgments; Ethics; Moral Sensibility; Values and Beliefs; Globalization; Global Strategy; Governance; Corporate Accountability; Governance Controls; Human Resources; Resignation and Termination; Leadership; Leadership Style; Management; Business or Company Management; Crisis Management; Management Practices and Processes; Management Skills; Management Style; Management Systems; Risk Management; Time Management; Markets; Demand and Consumers; Market Platforms; Supply and Industry; Duopoly and Oligopoly; Industry Structures; Operations; Product Development; Organizations; Organizational Change and Adaptation; Organizational Culture; Outcome or Result; Failure; Success; Planning; Strategic Planning; Problems and Challenges; Relationships; Business and Community Relations; Business and Government Relations; Business and Stakeholder Relations; Risk and Uncertainty; Safety; Strategy; Transportation; Air Transportation; Aerospace Industry; Air Transportation Industry; Africa; Ethiopia; Asia; Indonesia; North and Central America; United States; Seattle; Chicago;

  Citation:

  George, William W., and Amram Migdal. "What Went Wrong with Boeing's 737 Max?" Harvard Business School Case 320-104, June 2020. (Revised October 2020.)  View Details

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• Case | HBS Case Collection | March 2008 (Revised August 2020)

  Lisa Sherman (A)

  Bill George and Jens Audenaert

  Lisa Sherman is a successful executive at Verizon who is struggling with the decision to reveal her sexual orientation. After attending a diversity training workshop in which participants expressed extremely negative views about people in her community, Sherman wonders whether the company is the right place for her, or if she should reveal her identity as lesbian and work within the system. Should she meet with the CEO to share her experience, or continue to conceal her sexual orientation while working at Verizon?

  Keywords: Diversity; Identity; Personal Development and Career; Decision Choices and Conditions; Leadership; Organizational Culture;

  Citation:

  George, Bill, and Jens Audenaert. "Lisa Sherman (A)." Harvard Business School Case 408-115, March 2008. (Revised August 2020.)  View Details

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• Article | Harvard Business Review | October 14, 2019

  The CEO's Guide to Retirement

  Bill George

  Some CEOs remain in the role too long, hurting investors, employees, and their own legacy. The author sees a frequent reason for that: CEOs don’t know how to identify the optimal time to retire, and they procrastinate because they can’t imagine what they will do after they leave the job. In this article he presents questions that chief executives can ask themselves to determine the right time for an exit; a step-by-step process for stepping down; and an overview of the options a former CEO may find fulfilling.

  Keywords: CEO; executive retirement; Retirement; Decision Making; Planning;

  Citation:

  George, Bill. "The CEO's Guide to Retirement." Harvard Business Review 97, no. 6 (November–December 2019): 64–68.  View Details

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