Repairing Internal Divides and Restoring Production
After a narrow vote by 33,000 machinists to accept Boeing’s latest contract offer, Boeing CEO Kelly Ortberg finds himself tasked with rebuilding unity in a deeply divided company. The seven-week strike, which brought Boeing’s production to a standstill, ended just months into Ortberg’s tenure. Now, his focus must shift to repairing fractured relationships among employees, union members, and leadership.
The recent strike exposed internal tensions within Boeing, affecting not only factory-floor employees but also relationships across the company’s divisions. White-collar staff, union workers, and upper management each harbour frustrations that may complicate Boeing’s efforts to resume regular operations and tackle urgent priorities, such as restructuring the defence and space sector and addressing issues in a strained supply chain.
Boeing CEO Ortberg’s Approach to Worker Relations Tested
Ortberg’s efforts to reset relations with Boeing’s largest union, the International Association of Machinists and Aerospace Workers (IAM), were met with mixed reactions. Initially, he advocated a cooperative approach with the union. However, as negotiations continued, workers grew frustrated with what they perceived as minimal change in management’s attitudes. Ortberg, who eventually joined the talks in person, played a decisive role by increasing wage offers to 38% over four years. His attendance at these final discussions helped close the deal, but lingering discontent remains.
Workers’ anger reflects a decade of wage stagnation alongside Boeing’s focus on share buybacks and executive bonuses. This resentment underscores a broader challenge for Ortberg: to win back worker trust and improve morale among employees who have felt sidelined. According to Ron Epstein, a Bank of America analyst, Ortberg inherited many of these issues and may need time to reshape the company culture effectively.
Production Pressures and Strategic Decisions Ahead
With the strike resolved, Boeing faces the pressure of scaling up production to meet demands, particularly for the 737 MAX—a jet model that, despite its popularity, has become emblematic of Boeing’s recent struggles. The recent contract with IAM workers could set a precedent, encouraging further unionisation efforts in Boeing’s non-union plants, such as its South Carolina 787 factory.
In addition, Boeing’s financial constraints pose hurdles. The company recently raised $24 billion in an effort to bolster its weakened balance sheet, but significant investments are still needed to develop new aircraft and improve factory efficiency. Balancing this with existing priorities, such as divesting underperforming units within Boeing’s space and defence segments, presents Ortberg with a difficult roadmap.
To maintain its position in the industry, Boeing must reassure investors, regulators, and the public of its stability while managing production and funding concerns. Boeing’s ability to regain employee loyalty, streamline operations, and attract capital will be key to Ortberg’s success.
