Boeing and Airbus are pursuing different strategies with their next generations planes (the superlarge A380 and the supereffecient Boeing 787 Dreamliner). A recent article in the New York Times nicely demonstrates that the differences on the two companies’ strategic bet are driven by two different views how passenger travel will develop in the future. In essence, the firms tried to create strategies that fit with the perceived future environments of airplane travel.
Rachael Powell (Cohort A2) brought to my attention an interesting article from Business Week. From a methodological point, it would have been nice if the BW staff had looked at companies that were not innovative and confirmed that these firms did not do any of the practices that characterize the most innovative companies. Read Article.
In the spirit of “Where are the Now”, here is an interview with the outgoing CEO of Wesfarmers, Michael Chaney, before he became chairman of the National Australian Bank (NAB).