Kelly Ortberg took the helm at Boeing with no time to spare.
Just two months in and he is grappling with striking workers, multi-billion-dollar losses, and a corporate culture gone adrift — all while trying to create a plan to one day develop a new aircraft.
Unlike the lucky new CEO who gets to walk factory floors and office hallways before pulling big levers of change, Ortberg faces pressure to do as much as he can quickly to correct course after more than two decades of misfires by five previous CEOs.
Ortberg, who started in August, is trying to set expectations.
“I’m still in the process of traveling around, meeting our people, particularly two and three levels down,” he said during an investor call Wednesday. “We just have to get everybody in the right position, running the right play, focused on the right thing, and I think we’ve got some work to do there.”
The pressure …