spuwho

George Halas - Chicago Bears

I have an announcement to make, using Claude I have now in development an AI model that can replace the CEO, the Board Chair, the CFO and CTO of any company on Earth.

I was shocked at how easy it was to train and develop a model that can replace senior leadership in a company.

The CEO was the easiest. I simply loaded the model with as much corporate jargon, double talk and the ability to talk down to people. The model nearly wrote itself.

Then simply ingesting the Wall Street Journal, Barrons, Financial Times and SEC 10-K reports and annual reports, I was able to compile the perfect CFO. It was able to spit out regulatory reports, answer questions on investor calls.

Strangely, the component of the model I had write in house was the ability to give up part of their bonus to keep key people employed. Seems in all of those financial reports, there were no examples of anyome that the model could leverage.

The timing may be right. The A220 is suffering from lousy engines from their supplier. Lots of engine turnover, lots of maintenance needed. Delta just made a huge commit to the A220 made in Mobile to replace their 717 fleet.

Lets hope Boeing can do it right this time.

While McDonnell Douglas seems to be the whipping boy for Boeing Commercial Aircraft (BCA) problems, many of the business decisions actually predate the merger. As a college student in 1988, a BCA executive was invited to speak in our capstone class about Boeing plans for the future. The executive spoke about their extensive outsourcing strategy. Where Boeing would still design the platform, but suppliers would be required to design/build to spec. This distribution of work was supposed to drive out the vertical costs of design/build inside Boeing. The 777 was at the time in testing out at Moses Lake and nearing release. The reaction in the class was somewhat of a shock. Boeing was essentially "giving away" their book on how to make an airplane (a quality one) and turning it over to all of these suppliers with a mandate to do it more cheaply. The Boeing exec was quite pleased with how much money this was going to save the company as they became only the prime assembly point, with essential components coming in JIT mode from around the world. Students were quick to challenge him during the Q&A asking how they were going to maintain quality by so much outsourcing, he stated that there would be contractual requirements and inspections to make sure the components met the spec. McDonnell Douglas business methods are not above it either as they too were looking to outsource MD-9x parts production overseas before they were bought out by Boeing. Their effort to partner with Airbus to build a super-jumbo by fusing certain MD-11 design elements (MD-12) is no secret.

So in summary, let me state for the record that Boeing's redirection into outsourced suppliers and engineering was moving forward by 1988. Well before the merger with MCD.