Pierre Beaudoin: For us, 2001 was a very challenging year. The Quarterly: You became president of the Aerospace Division in 2001 and very quickly began a transformation. President and COO, Bombardier Aerospace (2001–04)ĭirector of Power Corporation of Canada and Bombardier Recreational Productsīeaudoin talked with McKinsey’s Bruce Simpson at the company’s Montreal headquarters about how he persuaded engineers to pursue “soft” goals and discussed the business value of implementing them. The transformation changed Bombardier from a company driven by engineering and manufacturing goals, with deep cultural divisions, to one focused on customers, an engaged workforce, and continuous improvement.īorn June 13, 1962, in Québec City, CanadaĮarned a degree in industrial relations from McGill University Engineering College Career highlights He led a complete transformation of that culture over much of the past decade, beginning as president of Bombardier Aerospace. Pierre Beaudoin, CEO and president since 2008, attributes the company’s resilience in large part to its culture. Over the past couple of years, it has significantly boosted its investments for growth, most notably an entirely new airplane design: the CSeries, a transcontinental commercial airliner with significantly lower emissions and running costs than existing planes have. The company’s revenue and stock price have held up during the downturn. These rankings are calculated based on a mix of existing orders for equipment (such as rolling stock, locomotives, and systems), combined with revenue from maintenance, signaling equipment, and other services. Today, it makes trains and airplanes and is the world’s number-one train manufacturer and number three in civil aircraft. Canada’s Bombardier was founded in 1942 to make snowmobiles and similar equipment.
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