>But when the McNamara discipline is applied too literally, the first step is to measure whatever can be easily measured. The second step is to disregard that which can't easily be measured or given a quantitative value. The third step is to presume that what can't be measured easily really isn't important. The fo[u]rth step is to say that what can't be easily measured really doesn't exist. This is suicide.
Cutting corners on something can save money now and can be measured but the hit to reputation can't be.
> There were certain things about the business where it was obvious – speaking to people who had been on that journey for 25 years before I joined – that they were not likely to change in the future because they hadn’t changed in the previous 25 years. The first thing that struck me was an absolutely rock-solid commitment to gaining the trust of the customer, the employees, the suppliers and business partners. Almost every rule or method or procedure of the company was built around ensuring that.
https://inpractise.com/articles/aldi-culture-and-operations-...
And regardless, I have quite a lot of flexibility as a grocery customer. I can go to Safeway, Whole Foods, Grocery Outlet, or my local small grocery around the corner. Target and Walgreens even have some groceries too.
Now layer that on top of the decade it takes to get a new plane from drawing board to delivery.
From what I've read, it sounds like Boeing completely lucked into it. It wasn't some smart person who could accurately predict the future.
And to be honest, a lot of companies we think of as being "innovative" and having "foresight" are that way. They made the best business decision they could, based on what was known at the time, and the stars lined up to make it a huge hit.
Saying that a company can plan for future profitability isn't supported by the facts.