Last week, the executive team hosted sessions with senior leaders across the organization to discuss where De Havilland is today and where we want to go next.
We recognized that while we have accomplished a great deal in a short period of time, we have also failed to execute on our programs and commitments. As a result, De Havilland has suffered significant reputational damage and lost some of the confidence our customers once had in us. This must change.
It is imperative that we put the customer at the center of every decision we make. With more than 80% of our revenue coming from the aftermarket, delivering a seamless customer experience is critical to our success. We have Aircraft Upgrade Programs along with Twin Otter and 515 Production commitments that must be completed on time. Doing so requires us to operate as ‘One De Havilland’ working together across functions with a shared customer focus and clear accountabilities to ensure consistent, responsive support every time our customers engage with us. We are not just responsible for our individual roles; we are responsible to the team, our customers, and each other. To be successful,
We Must Think Like a Customer!
Over the coming weeks, you’ll hear more about the strategy that emerged from these discussions, as well as organizational changes designed to support it. These changes are intended to simplify decision-making, clarify accountability, and focus our efforts on the things that matter most. When we commit to a plan, a timeline, and to each other, we must meet those expectations and deliver on our commitments. We have projects that have been delayed not only by months, but by years. If we had executed to the original plans, our current resources would not be spread so thin, and our programs would not be competing for the same support while continuing to stack up. This has negatively impacted our customers and placed significant stress on all of us. We own this, and ultimately,
We are accountable for the outcome!
We know we have the team to execute on our plans. We’ve already shown what we can accomplish when we work together toward a common goal. The next chapter for De Havilland will require that same focus, commitment, and teamwork.
The challenges ahead are real, but so is our ability to meet them. Each of us is capable of more than we sometimes realize, and the opportunity ahead is bigger than any one person, department, or site. We have a tough 12 to 18 months ahead to complete the Aftermarket Initiatives and Aircraft Programs we committed to our customers and deliver on time. We have passionate and committed employees, and when we take accountability and focus as a team, I know we will
Find a way!
Team: News