Details:
Q: Why is higher education important to you?
A: I have children, 9 and 6, and they are already thinking about future careers; in fact, my son says that he wants to be an astronaut or an engineer. One of the key things I tell them is that higher education will enable them to make a difference in the world. At Boeing, we take pride in working on things that matter globally — that save people’s lives or provide national security. Higher education is what develops the people and the talent that allow us to carry out that important mission. Our work also demands a sense of excellence, and I believe that higher education is a key contributor to that excellence.
Q&A with Dennis Muilenburg
President and Chief Executive Officer, Boeing Defense, Space & Security and member of the WUSTL Board of Trustees
President and Chief Executive Officer, Boeing Defense, Space & Security and member of the WUSTL Board of Trustees
Q: Why is higher education important to you?
A: I have children, 9 and 6, and they are already thinking about future careers; in fact, my son says that he wants to be an astronaut or an engineer. One of the key things I tell them is that higher education will enable them to make a difference in the world. At Boeing, we take pride in working on things that matter globally — that save people’s lives or provide national security. Higher education is what develops the people and the talent that allow us to carry out that important mission. Our work also demands a sense of excellence, and I believe that higher education is a key contributor to that excellence.
Q: What did your own education mean to you?
A: I received my undergraduate degree from Iowa State University in aerospace engineering and then a master’s degree in aeronautics and astronautics from the University of Washington. I had grown up on a farm in Iowa, and there wasn’t a lot of aerospace business there. But I always had a keen interest in airplanes, and my educational background gave me the sense of what I could do. I didn’t really know what the art of the possible was until I was in college. My education sparked my excitement about what I might do in my career, and it gave me a much more global view of what that meant.
A: I received my undergraduate degree from Iowa State University in aerospace engineering and then a master’s degree in aeronautics and astronautics from the University of Washington. I had grown up on a farm in Iowa, and there wasn’t a lot of aerospace business there. But I always had a keen interest in airplanes, and my educational background gave me the sense of what I could do. I didn’t really know what the art of the possible was until I was in college. My education sparked my excitement about what I might do in my career, and it gave me a much more global view of what that meant.
Q: What would you say to teenagers today who want to be aeronautical engineers?
A: First of all, I would tell them what a great and worthy goal that is, because engineers can make a big difference in the world. I would say that it’s a hard curriculum — so they should recognize that it will be challenging — but it’s a way to have a positive impact on the world.
A: First of all, I would tell them what a great and worthy goal that is, because engineers can make a big difference in the world. I would say that it’s a hard curriculum — so they should recognize that it will be challenging — but it’s a way to have a positive impact on the world.
Q: Along with math and science, do engineers at Boeing need a broader range of courses?
A: Absolutely. To be a good engineer, you need to be a good communicator, and that includes verbal and writing skills — the ability to present ideas clearly. You have to be able to simplify the complex, and communicate it in such a way that people can understand it. And you need the skills to work as part of a multidisciplined, diverse, and sometimes global team.
A: Absolutely. To be a good engineer, you need to be a good communicator, and that includes verbal and writing skills — the ability to present ideas clearly. You have to be able to simplify the complex, and communicate it in such a way that people can understand it. And you need the skills to work as part of a multidisciplined, diverse, and sometimes global team.
Q: Are other countries ahead of us in math and science training?
A: Yes, in many areas, and this is one of the biggest concerns we have in our business from a competitive and national strategy standpoint. Our pipeline of U.S. students in science and technology is woefully insufficient for our business needs; we see other countries graduating many more students. We need to build that pipeline earlier and diversify it, and I think a key part of that is getting kids interested early and maintaining that interest through high school, then sustaining that momentum through college. That’s where our university relationships come in — including all the things we do with Washington University.
A: Yes, in many areas, and this is one of the biggest concerns we have in our business from a competitive and national strategy standpoint. Our pipeline of U.S. students in science and technology is woefully insufficient for our business needs; we see other countries graduating many more students. We need to build that pipeline earlier and diversify it, and I think a key part of that is getting kids interested early and maintaining that interest through high school, then sustaining that momentum through college. That’s where our university relationships come in — including all the things we do with Washington University.
Q: Could you comment on that relationship?
A: For decades, Boeing has enjoyed a wonderful relationship with Washington University. I’m a big fan of our “People First” strategy, which means that we invest in our people and in the communities where our employees live. Joining the University’s Board of Trustees was a great way for me to do that and to build on our joint relationship. The McDonnell International Scholars Academy, now under way at the University, is also interesting to me, as our international portfolio is growing from about 15 to 25 percent of our business over the next five years.
A: For decades, Boeing has enjoyed a wonderful relationship with Washington University. I’m a big fan of our “People First” strategy, which means that we invest in our people and in the communities where our employees live. Joining the University’s Board of Trustees was a great way for me to do that and to build on our joint relationship. The McDonnell International Scholars Academy, now under way at the University, is also interesting to me, as our international portfolio is growing from about 15 to 25 percent of our business over the next five years.
Q: What do you see as the future of that relationship?
A: I am going to do my part to maintain the momentum, but there are many other Boeing employees engaged in that as well — as many as we have with any university. Our network of connections is exceptionally strong. We understand the University’s mission and strategy, and the University understands ours; those missions mesh really well, resulting in a productive relationship.
A: I am going to do my part to maintain the momentum, but there are many other Boeing employees engaged in that as well — as many as we have with any university. Our network of connections is exceptionally strong. We understand the University’s mission and strategy, and the University understands ours; those missions mesh really well, resulting in a productive relationship.
Read more in Engineering Momentum Magazine.
Abstract:
"We understand the University’s mission and strategy, and the University understands ours; those missions mesh really well, resulting in a productive relationship."
ImageUrl: http://admin.seas.wustl.edu/ContentImages/newsphotos/Dennis_Muilenburg_news_article_72.jpg
DateAdded: 5/26/2011