Everyone including Boeing officially and internally since admitted it was a dumb idea, however it's a lot to recap in a HN comment. Maybe someone else will feel like it.
The short version is that it's hard making things fit together and meet your standards when you're dealing with dozens of different suppliers and suppliers of suppliers who aren't necessarily aligned with your goals. The full story is a cautionary tale about letting business school types displace people who know how to build planes. I recommend seeking out one of the many retellings of Boeings struggles since the McDonnell Douglas merger.
Instead of a retelling, I'll point you to the latest chapter: Boeing trying to re-acquire ownership of Spirit AeroSystems. It's a substantial indictment of past policy to do a full reversal in the name of "strengthening safety".
The short version is that it's hard making things fit together and meet your standards when you're dealing with dozens of different suppliers and suppliers of suppliers who aren't necessarily aligned with your goals. The full story is a cautionary tale about letting business school types displace people who know how to build planes. I recommend seeking out one of the many retellings of Boeings struggles since the McDonnell Douglas merger.
Instead of a retelling, I'll point you to the latest chapter: Boeing trying to re-acquire ownership of Spirit AeroSystems. It's a substantial indictment of past policy to do a full reversal in the name of "strengthening safety".
https://www.nytimes.com/2024/03/01/business/boeing-spirit-ae...