Problems appear to be in Italy on the fuselage. Boeing apparently assumed that its contractors overseas would be able to manage their own subcontractors properly—or it misjudged on just how much subcontracting would take place. Either way, problems seem to be on this second tier level.
How much autonomy do you give partners in a global collaborative effort? How much direct control do you need? What about trust? How do you account for differences in culture?
All these are key issues for global managers today.
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