Dennis Muilenburg Quotes

We can create opportunities to generate value by working across the entire breadth of Boeing.

I think I've done a good job in the industry from the standpoint of employee morale and customer satisfaction, and as an innovative thinker in tech.

The person who figures out how to harness the collective genius of his or her organization is going to blow the competition away.

I think it is going to be very difficult to be a company in silos. I think the game has changed. We won't define our success by looking at the competitors but at how satisfied are our customers, how engaged are our internal stakeholders, and how good is our product pipeline.

I don't care whether the technology is invented by our employees. I want to bring everybody's innovations into our ecosystem together.

We found we were able to create better, customer-centric product features more quickly with a more diverse product team.

Companies that solely focus on competition will ultimately die. Those that focus on value creation will thrive.

Absence of defects does not necessarily build business... Something more is required.

If you think in terms of topping, you're in the wrong business. You can't think that way.

I'm able to bring business expertise but, more importantly, operating experience. The people here at Google are young. Every day there are lots of new challenges. I keep things focused. The speech I give everyday is: "This is what we do. Is what you are doing consistent with that, and does it change the world?"

That's what makes great products. It's not process-it's content.

If you build a great product or service, people will talk about it. But it starts with having something that's worth talking about.

Ideas aren't a sideshow that make our factory a little more valuable. Our factory is a sideshow that makes our ideas a little more valuable!

The real secret of Silicon Valley is that it's really all about the people

Become a "learning organization". Shuck your arrogance - "if it isn't our idea, it can't be that good" - and become a determined copycat/ adapter/ enhancer.

The road to hell is paved with the pursuit of volume. Volume leads to marginal products, marginal customers, and greatly increased managerial complexity.

Getting every employee's mind into the game is a huge part of what a CEO job is all about. Taking everyone's best ideas and transferring them to others is the secret. There's nothing more important.

The responsibility of leadership is not to come up with all the ideas but to create an environment in which great ideas can thrive.

Compliance does not foster innovation, trust does. You can't sustain long-term innovation, for example, in a climate of distrust.

I really believe that the single hardest thing in business is building a company that does repeatable innovation... and just has this ongoing culture of excellence as it grows.

Intelligent people need a fool to lead them. When the team's all a bunch of scientists, it is best to have a peasant lead the way. His way of thinking is different. It's easier to win if you have people seeing things from different perspectives.

I try to build on our management philosophy. I try to understand what the threats and opportunities are for us. Uh, I try to make sure that we're driving innovation and creative destruction hard enough so we're not blindsided, and that our attitude is to, in starting any initiative, any business, is to focus on how we can create value for others, rather than how we maximize profit, because you can make money focusing on, "How do I maximize profit?"

To create a new business that makes money, and more significantly, employs others, and more significantly, gives a product to a customer that improves their life, is our greatest challenge, our greatest opportunity, and the greatest gift, far greater than any charity that we can give our fellow person.

We are really pleased with our revenues but our goal isn't to make money. It sounds a little flippant, but it's the truth. Our goal and what makes us excited is to make great products. If we are successful people will like them and if we are operationally competent, we will make money.

All our engineers are designers and all our designers are engineers.