Where’s My Alan Mullaly?

Seattle’s horse left the barn in 1997 when Boeing acquired its sickly competitor McDonnell Douglas. Little did anyone suspect that a company on life support could hijack the culture of its acquiring giant and precipitate a corporate tailspin that would drive the company into financial bailout territory.

The public could be forgiven for believing Boeing’s problem is the 737 MAX safety issue compounded by the Covid-19 crisis. The truth is more complex and the problems, including those related to the 737 MAX, derive from a cultural change that began with the McDonnell Douglas merger. 

Essentially, the company’s transformation from a locally based engineering culture to a bottom-line orientation has led Wall Street and the airline industry to question the quality and reliability of the company’s products and leadership. 

Following its acquisition of McDonnell Douglas, Boeing became a Wall Street darling in a series of moves that included moving the company’s headquarters to Chicago, the surprise resignation of president Phil Condit, a Boeing lifer, and the appointment of Harry Stonecipher, a former GE executive and protégé of Jack Welch who came in with the merger. With his ascendancy, the McDonnell Douglas hijacking of the company culture was complete. 

Before the merger, promotion at Boeing was primarily from within. Engineers were promoted on the strength of their expertise and the products they created. Aircraft design was a cooperative effort with airline input and the effort was rewarded with passenger satisfaction and company prosperity.

It’s hard for me to criticize The Boeing Company. I worked there when I was in college, and I have friends who spent their entire careers in its employ. As a Pan Am pilot, I flew three of its airplanes. Boeing was the gold standard in American engineering and manufacturing. Today, it’s a startling example of what happens when shareholder value trumps product quality in a company’s operational plan.

When the merger was complete, Alan Mullaly was serving as president of Boeing Commercial Airplanes and in 2001 he was made CEO of that most important and profitable division. In 2005, after scandals forced the resignations of company Phil Condit and Harry Stonecipher, he was passed over for the CEO job and left the company.

Alan Mullaly was a superstar, admired by business leaders, industry insiders and Boeing employees alike. His departure marked the end of an era. After he left the company, other longtime employees like my friend Jim Morris, Head of Engineering and Manufacturing, left too.

But, the business world kept its eye on Alan Mullaly, and in 2006, when the American automobile industry was in dire straits because of foreign competition, he was hired by Ford Motor Company as its CEO. In that position, he brought the company back from the edge of bankruptcy. Under his leadership, and in spite of the 2008 Great Recession, it was the only American car manufacturer not to need a recession bailout funded by the government, and under Mullaly’s leadership established itself as the premier American auto manufacturer.

Fast forward to the Covid-19 crisis. Since it was first alerted in January, the White House has been offering band aids to a nation bleeding to death. We are reminded on a daily basis that there is a leadership vacuum. Trump has been operating without a plan, shooting from the hip, ignoring his science advisors, and, as he admits, unwilling to accept responsibility for anything related to the problem. 

Early in his presidency, Donald Trump was asking “Where’s my Roy Cohn?” referring to the disgraced disbarred lawyer who protected and mentored him early in his career. Today, as we look for leadership at the top, America would do well to change that refrain to “Where’s my Alan Mullaly?” though Mullaly is Cohn’s ethical opposite.

Trump’s found a Roy Cohn in Attorney General William Barr, but Barr’s role has looked more like spin doctor defense than guidance in confronting the Covid-19 crisis. What the nation needs is leadership and a plan to deal with and protect us from the viral invader. I nominate Alan Mullaly; someone who has the skills to manage the crisis and lead us to the “new normal.”

Who better than an executive who’s proven himself in two major manufacturing sectors – airplanes and automobiles? An experienced logistics expert, who with the authority of the Defense Production Act, might be able to guide us out of this nightmare. We need a testing plan, a contact tracing plan, a ventilator production plan, personal protective equipment for our health care professionals, and a distribution plan to get these essentials to the people who need them.

We’ve had enough of Donald Trump as Commander-in-Chief and by the same measure Boeing has had enough of the McDonnell Douglas bean-counters. The nation and Boeing both need leadership with more than shareholder value to guide them.

Boeing is currently led by David Calhoun, an accountant and former GE executive. As CEO, since earlier this year, he has been considering a bailout under the Coronavirus Aid, Relief, and Economic Security or “CARES” Act.  The problem is he doesn’t like the conditions imposed by the Act – including the promise to retain employees and limitations on executive pay. Mr. Calhoun and his board would rather bust unions, (as they did when they moved a plant to non-union South Carolina), and reduce staff and pay while raising their own compensation. Like Trump, Boeing leadership seems to care little for the men and women who made it the world’s largest aerospace company and America’s largest exporter. Since the McDonnell Douglas leadership team took over, Boeing has engaged in serial union busting and reductions in pension and work rule protections while accelerating raises in executive pay.

Calhoun is only the last in a series of CEOs whose cost cutting and engineering short cuts, including outrageous “extra charges” for safety features on the 737 MAX resulting in two crashes and the death of 346 passengers in 2018/2019. These cost saving decisions at the expense of aircraft and passenger safety have driven Boeing into the ditch just as Donald Trump has driven the nation down there by abdicating his responsibility for the protection and defense of the American people under the Constitution of the United States. It’s time for a change in both places.

Where’s my Alan Mullaly?

Chernobyl and Coronavirus…

I think of myself as a healthy person, but airborne contagion doesn’t care what I think, and it doesn’t care if I go to fitness class or run marathons. It’s an equal opportunity disrupter. A neurologist once told me that some people are more vulnerable to diseases of the central nervous system than others. He thought I was one of them because in my time on the planet I have uploaded viral meningitis, polymyalgia rheumatica, transient global amnesia, two episodes of myasthenia gravis and what a pediatrician diagnosed as a mild case of polio. I’m lucky that they’re all in the rear-view mirror now.

Does that mean I have a good immune system or a weak one? Good question these days. Like all of you I’m sheltering at home, limiting my exposure to the outside world, washing my hands like Lady Macbeth, and hoping that dread viral bug doesn’t creep in with the morning paper.

One of my distractions while waiting it out has been to watch the HBO series, Chernobyl. Not exactly uplifting considering the deadly invisible threat outside my window, but I see fascinating parallels between the Soviet nuclear disaster and coronavirus. 

Photo courtesy of diyphotography.net

My fascination with Chernobyl began on April 27, 1986. I was the co-pilot on Pan Am’s inaugural flight from Frankfurt to Stockholm that day. It was a big deal. New York mayor John Lindsey and former world heavyweight champions Floyd Patterson and Ingemar Johansson were on their way to Stockholm for a reunion celebration of their famous fight, and we were met on arrival by Stockholm’s mayor and other dignitaries.

In Frankfurt, as we were briefing for the flight, Operations told us that there had been an accident at the nuclear facility at Chernobyl, Ukraine, and it was emitting a radioactive cloud. Our flight path might take us near it. We didn’t know exactly what that meant but it didn’t sound good. Nevertheless, we flew to Stockholm, spent the night and flew back to Frankfurt the following day. After landing in Frankfurt, the skin of the airplane was checked for radiation and what was determined to be an acceptable level was detected. Two weeks later, I woke up with double vision, muscle weakness and the myasthenia gravis that ended my flying career.

I have doctor friends who think Chernobyl radiation triggered my disease but there has never been a study as far as I know. Last year, I wrote a blog on the 30th anniversary of the accident (http://www.jackbernardstravels.com/how-chernobyl-changed-my-life/) and a few weeks later I received an email from a British actress who was performing in Stockholm when Chernobyl blew. I don’t know how she found my blog, but she wanted me to know that she had also contracted myasthenia gravis within weeks of the disaster. Small world. Now we correspond regularly.

One reason Chernobyl interests me today is that I see striking parallels between it and the Covid-19 contagion. There are obvious differences; Chernobyl exploded because of faulty engineering and cheap construction while the virus is a biological mutation thought to have passed from infected bats to humans in the Wuhan market. Nevertheless, both crises were bungled and thousands could have been saved if only there had been timely interventions by the Russian, Chinese, and American leaders called on to respond.

Both events are catastrophic; Chernobyl’s sudden explosion cast its skin-blistering, organ-destroying radioactivity across Eastern Europe while Covid-19 stealthily cast its lung-choking little bug around the world. In the aftermath, both governments (Russian and Chinese) reacted by withholding important information about the danger. Official government statements (Russian, Chinese and American) claimed the situations were “contained.” Government officials assured their respective citizens that everything was under control.

Bureaucrats (Russian, Chinese, and American) dealing directly with the emergencies denied the serious nature of the problems and promised the public they had everything under control.

None of these three governments was prepared to deal with a catastrophic event. We used to mock the Russians and Chinese for the quality of their products and their heavy-handed approach to social problems but America was also woefully unprepared to deal with the pandemic. The Chernobyl explosion was caused by faulty engineering, cheap construction, and the absence of “fail safe” backups. The Chinese government had no public health measures in place when the virus appeared and could not assure its citizens that their public markets were safe, and America even after the HIV/AIDS epidemic and Hurricane Katrina ignored the prospect of a pandemic, disbanded the National Security Council’s Pandemic Response Unit and failed to replenish the government’s stockpile of emergency PPE (personal protective equipment).

In both crises, when scientists attempted to advise and inform, they were silenced or ignored. In Russia, the Central Committee refused to admit the truth for fear it would embarrass the government and alarm the population. In China, Dr. Lin, a Wuhan physician tried to warn the government but was silenced, punished and ultimately killed by the virus and the delay cost them precious time in controlling the Wuhann spread. In America, though on notice from China, the World Health Organization, and one of his top advisors, President Trump played down the Covid-19 danger for two months before acknowledging the problem and implementing containment strategies.

By the time the severity of these events were finally accepted, after long delays in government action, both emergencies had reached catastrophic levels. High radioactivity levels extended 200km in all directions from Chernobyl. By the time Chinese authorities accepted the true situation and acted to quarantine Wuhann and Hubei province thousands were dead and the virus was migrating around the world.

In November 2019 the Federal Advisory Committee of the Department of Defense warned the White House of the appearance of a virulent virus in Wuhan China that could threaten the US, and on December 31, 2019, the US was advised by the World Health Organization that Covid-19 had the potential to be a worldwide pandemic. But, despite these warnings and the January lockdown of Wuhan and Hubei Province, President Trump’s only action was to limit flights from China (though some 430,000 people did enter the US after his embargo). In February and most of March he did nothing to address the prospect and continued to diminish the threat even when the first cases and deaths were appearing in Washington State.

Even though Chernobyl involved an explosion and nuclear meltdown, the real dangers posed there and by Covid-19 were the invisible. Neither could be seen and only through testing could a true assessment of the risk be made. Wind, rain, border crossings, cruise ships, and international travel all contributed to the spread of radioactivity and the invisible virus. Containment and mitigation depend on immediate action. Geographic areas needed to be evacuated or quarantined and time was of the essence, but authorities in all three countries were all slow to respond. 

The Chernobyl and Covid-19 emergencies are egregious examples of the failure of leadership. Russian bureaucrats blamed low-level operators at the nuclear plant. The Chinese ignored Dr. Lin’s warning and allowed the virus to spread throughout the province. All three countries tried to shift the blame by firing whistleblower troublemakers.

The American response is particularly distressing. As in any war, leadership is the key to victory, and the US had none even though the infrastructure, blueprint, and tools were there to effectuate and limit the damage. The Obama administration briefed the incoming Trump team on pandemic preparation and presented them with a 69-page response plan. It also had in place an established Pandemic Response Team within the National Security Agency, and recommended replenishing FEMA’s national stockpile of emergency preparedness supplies. Trump ignored the plan, disbanded the response team, and failed to replenish the stockpile.

Nevertheless, he still could have managed the crisis by establishing a national plan, appointing a logistics czar and implementing a plan under the authority of the Defense Procurement Act. He could have ordered American companies to manufacture and distribute needed supplies – testing kits, personal protective equipment, medicines, and ventilators – to the distressed areas on an as needed basis. Instead, he invoked the Act but failed to implement a national plan.

Instead, he thrust the responsibility onto the governors of the affected states, blaming them (especially the Democratic governors) for the chaos and consequent failure to contain the crisis. Then, looking for a scapegoat, he blamed (in order) Obama, China, Congress, the media, and the World Health Organization for bringing on the virus, limiting his ability to act quickly, for telling lies about his performance, and for being an expensive, left leaning, do nothing globalist organization.

Today, thanks to the action of Governors Cuomo, Newsom, and Inslee, the states most effected are managing the contagion but without needed supplies and federal support. Emergency rooms, and temporary facilities are overwhelmed but managing because first responders and health professionals are risking their lives even without the appropriate protective wear.

Donald Trump did not cause the coronavirus problem. He mismanaged it and endangered American lives by winging it without plan. America has military, business, and political leaders with the intelligence, experience, and skills to manage a crisis, but Donald Trump, Mike Pence and Jared Kushner are not among them.

The Chernobyl film ends with the blame-shifting Russian show trial where. Valery Legasov, the head scientist and truth teller says “No one ever thinks it’s going to happen to them.” But it did… Now, unfortunately it’s happening to us.

Every day we hear that life will never be “normal” again. I’m nearing the end of my life, but I’m trying to imagine what life will be like for our children and grandchildren. I only hope capable, visionaries emerge to restore our democracy and give Americans back the country they need and deserve. Chernobyl was the beginning of the end for the Soviet Union. It brought to light all that was wrong with that system. Today, Americans are staring down a crisis, not just Covid-19, but a crisis in leadership. We have an election, maybe the most important election in our history, coming up in November. Please vote. Please believe your vote counts. Have faith in the system. It’s the only way we can repair the damage that’s been done in the last four years. 

Gratitude and Grievance…

How do we even begin to think about what’s going on in the world?  It feels like the Rapture. Fires (in Australia where I have family), floods (in the UK where I have a granddaughter), earthquakes (6.5 in Idaho this week where I have children and grandchildren), and pestilence – especially the pestilence – that’s driven everyone into quarantine.

This worldwide virus has changed everything about the way we live—and think about life. It’s intensified our lives, loves, and hates. It’s brought out the best in some and the worst in others. And, it’s given everyone but first responders, nurses, doctors, and other health care professionals time to think about the way they live their lives, who and what they want in those lives, and how they plan to live if they survive the Death-Star.

It’s reminded me to be grateful for the life I have and the elements that have made it so. First and foremost, I’m grateful for M, and that we and our children are healthy as we confront this plague. I’m grateful that in spite of age our immune systems are up and running not fighting some other invader like diabetes, cancer, or a weak heart. Add to that, we’re grateful to have good insurance in case something does go south. 

Every day I see pictures of first responders, exhausted doctors and nurses, refrigerated trucks used as makeshift morgues, and ambulances arriving at nursing homes and hospitals. I’m overwhelmingly grateful for the medical professionals who selflessly put their own lives at risk to care for others. And, I see that so many of the doctors leading the fight have non-Anglo, foreign sounding names – Drs Vin Gupta (UW), Ali Mokdad (Institute for Health Metrics and Evaluation), Nahid Bahdelia (Boston University), Kavita Patel (Johns Hopkins), Leana Wen (Health Commissioner City of Baltimore), Sylvie de Souza (Brooklyn Hospital Center), and Sanjay Gupta (Emory University). About half are foreign born but all are citizens and leaders in their field.  We are a nation of immigrants and I’m grateful to all of them for their contributions.

At a mundane level, I’m grateful for spring and the camelias blooming in our courtyard, for the afternoon sunbreaks that allow us to get out for a walk or bike ride, for Metropolitan Market and the Hodge Podge Café that let us order groceries and takeout online so we don’t have to break the social distance guidelines, for Drs. Fauci and Birx who give us daily updates and an honest evaluation of the crisis, for Governor Inslee’s courage in locking us down and pushing back when Trump says he’s only a “back up” when what we really need is a Tom Brady, for Pandora, Netflix, and Prime that give us entertainment options, for Zoom and Face Time to connect us with friends and family, for FedEx and UPS delivering to the door, and to all the neighbors we wave at but can’t talk to on our afternoon walks and rides on the Burke-Gilman Trail.

And, while I am sincerely grateful for all these things, I have two correspondingly sincere grievances. The first is that America’s deep logistical resources are in the hands of an inept, unimaginative, self-promoting president who doesn’t understand the federal system or how his remarkable power could address this “black swan” event in a positive way. 

The problem is not one he created, but he has to deal with it. It seems that after two months of dithering and posturing he’s finally grasped the gravity of the situation. The outcome is far from certain, but the path is clear. America needs a coordinated national plan to address the national emergency. Yesterday, for the first time he acknowledged it is a national emergency, but he apparently thinks dealing with 50 small fires is easier than fighting one giant fire. As a result, 50 separate states are competing for their share of personal protective equipment (PPE), hospital equipment (ventilators), and qualified personnel. Instead of coordinating production under the authority of the Defense Production Act and coordinating distribution to the states using a centralized system that prioritizes needs, bringing order where we now have chaos.

Some states like Florida, though impacted, are going about business as usual, letting individual cities address the problem. Others, like ours, are screwed down tight to limit the spread of the contagion. Meanwhile, the Contagion-in-Chief is conducting daily rallies at the White House coronavirus briefings, demanding that everyone “appreciate” his personal efforts, and pitting the states against each other for resources. He repeatedly denies the lack of PPE and ICUs but every day we hear desperate pleas from hospital administrators whose facilities are overflowing, underequipped and understaffed.

Meanwhile, two cruise ships hovering off the Florida coast have become floating charnel houses full of sick and desperate passengers no one wants onshore. It’s a Ship of Fools situation.

On the other hand, temporary field hospitals are being built in all the “hotspot” cities and a number of hotels, including the Four Seasons in New York, are opening their doors to hospital workers for free overnight stays between shifts. 

Imagine a leader offering to open hotels to hospital workers. What if Donald Trump offered the 643 rooms at the Doral and rooms at Mar a Lago, and whatever other properties he owns in Florida. And New York. And Washington. And New Jersey. Think of how Generosity could be added to Gratitude and Grievance to show that politics can be subordinates during an national crisis.

The second of my grievances is the failure of our health care system at a time of crisis. This plague only highlights the incredible – and it is incredible – small minded self-interest of those in Congress who would rather support a bloated insurance industry than protect the health of their neighbors and fellow citizens. How is it that the wealthiest country in the world can’t provide universal coverage for its citizens?  I’m trying to be grateful but it’s awful to watch Americans go without prescribed medicines or avoid an emergency room visit because of cost. If Congress can give the richest Americans a big tax cut it can surely afford to provide emergency medical care.

This is a stressful time. We all want the country to come out the other end as strong as we know it is. Nothing is perfect, especially government systems, but let’s all pull together. We can address the large systemic issues when the virus is behind us. For now, let’s be grateful for what we have, hope that a national strategy will minimize the loss of life, and maybe, just maybe, come together “to form a more perfect nation.”

My Quarantine Project…

In the days before the great pandemic, when life was simpler and we were living normally, M and I stopped to have a glass of something before dinner – often with a small dish of nuts or olives – and talk over the day. We still do but these days are not normal, but it seems especially important now to share small pleasures. It doesn’t surprise me that sales of beer, wine, and spirits have risen 300-500 percent in the last two weeks in the wake of the statewide quarantine. After you’ve binge watched Mrs. Maisel, Chernobyl, Berlin Babylon, and Jack Ryan you need a jolt of something strong.

In the interest of full disclosure, you should know I was the proud recipient of a one-year medallion from Alcoholic Anonymous (35 years ago), but like all innovative would-be alcoholics skirting the edges in these perilous times, I’m a practicing denier and have come up with a “cocktail project” to take my mind off my weakness.

Moving on… In 2007 M and I did a three-week bike tour of Vietnam, and when we reached Hanoi at the end of the trip we went to the Metropole, one of the world’s great hotels, to celebrate. There, on the bar menu, was an item that seemed irresistible – a Wasabi Martini. I hadn’t had a martini in 30 years, but after three weeks of nothing but watery Tiger and Bia Saigon it sounded irresistible? When it arrived in a frosted martini glass, the jade green liquid shimmered and when the wasabi hit my tongue it was sharp and spicy.

When we returned to Seattle, I looked for a mixologist/bartender to duplicate the Metropole version, but none came close. That Christmas, as a total surprise, M gave me the ultimate martini kit – two kinds of glasses, a cocktail shaker, strainer, two kinds of gin, dry vermouth, and a jar of pimento stuffed olives. She thought I could work on The Wasabi myself. There are recipes all over the internet and I’ve tried several, but they all fall short. When we returned to Vietnam to work, we made a pilgrimage to the Metropole, but The Wasabi was off the menu. Sometimes, it’s the occasion and setting that makes it impossible to reconstruct a special moment in time.

Last year, a talented friend, Delia Cabe, who teaches writing at Emerson College in Boston published a book called Storied Bars of New York: Where Literary Luminaries Go to Drink that more than made up for the disappointment. Her book was the perfect gift for me, a collection of stories about writers and their favorite NY bars and their signature cocktails. When the pandemic lockdown came along it gave me the idea for a “Cocktail Project.” I thought I might work my way around in Delia’s book trying out recipes until the time we’re finally released from house arrest. I may not strictly limit myself to her book, but that’s my starting point in the same way food blogger Julia Powell made a book by working her way through Julia Childs’ The Art of French Cooking. Remember the movie Julie and Julia. That’s the idea. 

In quarantine, drinking has become a cultural phenomenon that would have alarmed us just two weeks ago. We’re not becoming alcoholics, but after all the books, Netflix, Prime Video, newspapers, push ups, walks and daily “rally/task force briefings,” we need something to look forward to at the end of the day.

Two years ago, my daughter-in-law gave me this book from a famous East Village boîte in Manhattan. The name is catchy; I hope it wasn’t an early message from a higher power about the apocalypse. So be it; I’m plan to use it as a supplement Delia’s wonderful compendium of recipes and literary bar anecdotes.

For now, in these stressful times let’s just say cin cin, salud, santé, prosit, or cheers. Enjoy!!!

PS: You can follow the “Cocktail Project” on Instagram at jdbernard743

A Small Business Crisis…

Kris and Karen have an inspiring story. Coming from diverse backgrounds, they found each other, had three children – now in college, high school, and middle school – and she became a citizen. Five years ago, they opened a small café in a strip mall in Kenmore. Kris was an experienced chef with years of restaurant experience but never as an owner/operator. The café was their American dream. 

Marilynn and I were among their first customers. To my eye, as a former restaurant owner, it looked vulnerable—nicely done but probably under-financed in a location with almost no foot traffic. On that first visit, the sales rep from Caffe D’arte was training Karen in the art of espresso. We were pleasantly surprised. As a coffee snob I had doubts, but she nailed our lattes and our patronage. It became our go-to espresso stop.

Soon after, we stopped to sample Kris’ food, an eclectic mix of made-from- scratch soups, salads, Cuban pulled pork sandwiches, Vietnamese Banh Mi, lobster Mac ‘n Cheese, and more. Everything was delicious and made with the freshest and best ingredients – Reggiano Parmagiano, Swiss Gruyere, French baguette, farm fresh eggs, crispy lettuce, savory peanut dressing and the like. A high quality operation.

Like most family businesses the keyword is family. The cafe is open seven days a week. Kris does all the cooking, Karen takes care of the dining room, and the kids help with chores in between stints of homework. They tried to hire help, but couldn’t get quality at a price they could afford. “Catch-22.”

Marilynn and I worried about their survival, but for four plus years they’ve managed to keep it going. Early last week, the state ordered all restaurants and other non-essential businesses closed, except for takeout.

Yesterday, we called to order Mac ‘n Cheese, Banh Mi’, and “Warm Puffy Things” (their lightly fried delicate French pastries with whipped cream and confiture)—bypassing Uber Eats and Grub Hub, the delivery services that take a piece of each order.

When we drove up to get our order, Kris brought it out to the car. I asked how he was doing; he told us he was afraid King County would order a complete “lockdown.” Everett, just to the north, ordered one on Friday. Edmonds, to the west, ordered one last night. A pincer movement. He told us it would be difficult to deal with a lockdown but they see themselves as survivors determined to keep serving their customers. I asked about the proposed Federal relief and he laughed. “They’re talking about loans. We can barely make it now. How would we ever be able to pay back a loan?”

I’ve been in the restaurant business. I know how tough it is, how hard the work is, and the stress it can put on a family. The Hodge Podge Cafe is the face of small business vulnerability during the coronavirus pandemic. Marilynn and I have our fingers crossed for Kris and Karen. We need people like them.