A year ago @Porter_and_Co published a dire warning about a mega-cap American stock. This was the only mega cap stock we told investors to avoid. And it is no ordinary business. It is America’s most strategically important company. We said it would soon “collapse.”

— Porter Stansberry (@porterstansb) January 9, 2024

A year ago @Porter_and_Co published a dire warning about a mega-cap American stock.

This was the only mega cap stock we told investors to avoid. And it is no ordinary business. It is America’s most strategically important company. We said it would soon “collapse.”

Our January 27th 2023 headline? COMING SOON: THE BOEING COLLAPSE.

How did we know?

For the last 20 years there hasn’t been a company in America that’s embraced more bad ideas – from financial engineering to ESG – than Boeing.

In 1997, Boeing merged with fellow aerospace manufacturer McDonnell Douglas in a $13 billion stock swap. It was a match made in hell.

Boeing was known for quality, and McDonnell was known for financial engineering – with a focus on cost cutting and the company’s share price. Although the Boeing name survived, it was the McDonnell Douglas attitude that prevailed.

McDonnell CEO Harry Stonecipher, who took over day-to-day operations at Boeing, immediately took a carving knife to Boeing’s highly-paid engineering staff. And in May 2001, Boeing management made a physical break with its engineers: manufacturing headquarters stayed in Seattle, while corporate moved to downtown Chicago, 1,700 miles away.

That split symbolized the growing distance between builders and bosses. To say that the company’s engineers were disenfranchised doesn’t describe it: Boeing’s entire culture was erased.

CEO Stonecipher even bragged about what he’d destroyed: “When people say I changed the culture of Boeing, that was the intent, so that’s run like a business rather than a great engineering firm.”

Today both Boeing’s CFO Brian West and CEO David Calhoun are formerly senior GE finance people. And they’ve done to Boeing what they did to GE: Destroy the balance sheet.

From 2010 to 2019 Boeing spent $44 billion (!) on buying back its own shares, while adding $50 billion in debt. This reduced the share count by 23% and sent the stock price up 200%. But the underlying business…? Bean counters can’t build airplanes. And Boeing’s planes started falling out of the sky. As a result, free cash flow plunged to negative $4.3 billion annually by 2019.

Today bankruptcy grows more certain. Cumulative net income over the last three years is negative $20 billion. And the company has $52 billion in total debt.

Interest expense is currently $2.5 billion a year, but will move much higher as Boeing’s debt will be downgraded to junk.

But — never fear! Investors have nothing to worry about with one of America’s greatest and most important companies spiraling towards bankruptcy (like their planes spiraling towards the ground) because Stephanie Pope will save the day!

Stephanie Pope is the chief operating officer of Boeing. She holds a bachelor’s degree in accounting from Southwest Missouri State University. And an MBA from another intellectual powerhouse, Lindenwood University. She has zero engineering background.

Why would someone with this kind of background be placed in charge of operations of the world’s leading aerospace engineering firm? Maybe because she is the executive sponsor of Boeing’s Women Inspiring Leadership, a group dedicated to “increasing gender diversity awareness.”

Boeing’s planes keep falling apart. These outcomes are the results of years and years of bad ideas – starting with the intentional destruction of Boeing’s engineering culture, followed by GE-style financial engineering, and now the company’s full embrace of modern Marxism – ESG.

Like we predicted a year ago, Boeing is going to collapse. When its debt gets downgraded, the stock will drop by more than 50% to below $100. And then, just like we warned about GE and GM, this once impregnable icon of capitalism is heading for bankruptcy.

Is this just piling on because of a freak accident? Nope.

We reiterate our call two weeks ago. On December 22nd Porter & Co. updated its “Naughty List” – a list of 10 stocks we predict are going “straight to hell.” The first company on our list?

Boeing.

Boeing is a wonderful metaphor for our entire society. When we promote people because of their political views (or their race, or their sex) instead of their competencies, we get planes that fall out of the sky. When will the madness end…?

A long and important tweet by Michael Girdley – read below for the full content…

Many companies have wonderful Core Values on the wall:

– “Be Nice”

– “Be Bold”

– “Own It”

But are packed with bad bosses and toxic culture. Why? The answer is Core Values suck.

There’s a better way…

Here’s the problem with core values.

• Not actionable (of course “honesty” is important)

• Not specific (if I’m honest, how transparent do I be?)

• Not complete (only 3-5 values describe our whole culture?!)

They say nothing about your actual culture.

My buddy Andrew Himoff runs @StaffingVip

Two years ago… Andrew was frustrated by the usual way of doing Core Values. So, he introduced something called “Core Behaviors”:

Core Behaviors fix the 3 big problems with the classic Core Value approach:

• Actionable • Specific

• Complete Core Behaviors aren’t vague concepts.

They define the specific actions special to a culture — And, as such, define who we are as an organization.

So, how do you put them into practice? Andrew followed a 4-step process:

1. Define the Behaviors

2. Introduce the Behaviors

3. Reinforce the Behaviors

4. Revise the Behaviors

Let’s dig into each step…

1. Define the Behaviors Most Core Values creation has everyone come to a consensus. Which explains why they’re often worthless! In Core Behaviors, the CEO writes the first version of them.

2. Introduce the Behaviors For 18 weeks, Andrew emailed the entire company every Monday. He’d talk about what one of those Behaviors meant to him. And how he was trying to live it personally.

3. Reinforce the Behaviors Then, members of the team took turns doing the same thing. One would write that week’s email to the whole company. Saying what that week’s Core Behavior means to them. On the 18th week, they repeat the cycle.

4. Revising the Core Behaviors Andrew maintains that list of Core Behaviors as CEO. He revises the Behaviors based on input from everyone. Sometimes adding, subtracting, and changing. The Behaviors continue to evolve with the company, people, and times.

Andrew has seen great success after two years: The culture is now being driven bottom-up. It has defined a common identity. Teammates don’t tolerate when they see people not living the behaviors. Pretty great as an actionable way to define and reinforce company culture.

tl;dr: Stop doing Core Values like we always have. They’re stupid! Instead, define 15-20 Core Behaviors of your company. Then, build your culture using a 4-step process:

1. Define the Behaviors

2. Introduce the Behaviors

3. Reinforce the Behaviors

4. Revise the Behaviors

What will happen to marketing in the age of AI?

Jessica Apotheker reflects on the past 30 years since the advent of word processors and spreadsheets, highlighting that while these technologies promised reduced workloads and more leisure time, the reality has been an increase in document lengths and more complex decision-making due to the explosion of data. They note the impending impact of generative AI, particularly in marketing, which is expected to revolutionize productivity. Marketing, traditionally a creative field, is now evolving to include more specialized skills like digital marketing and data analytics. The speaker, with experience in marketing, emphasizes the need for the industry to adapt to generative AI, which has already shown to improve marketer’s performance. They caution against content overload and the potential loss of brand identity due to over-reliance on AI, suggesting that marketing should balance AI tools with human creativity and intuition. The advice for marketers is to either cultivate their creative talents or specialize in data and technology skills, underscoring the need to choose their path in this new landscape shaped by AI.

Jessica Apotheker is a highly regarded expert in the fields of digital marketing, data-driven marketing, marketing analytics, and marketing acceleration. She currently serves as the global lead for the Digital Growth team and is a member of BCG X, the tech powerhouse of Boston Consulting Group (BCG). Her expertise spans various industries, including automotive, consumer products, and health care. Apotheker is also involved in addressing issues like AI in the workplace, specifically in the context of marketing, and how it intersects with human creativity and data preference. Additionally, she plays a significant role in guiding companies in leveraging marketing for business success, particularly in the era of AI. Her insights and guidance have made her a respected voice in the marketing world, particularly in the context of integrating technology and human skills in marketing strategies​​.

Transcript:

So let me start by bringing you back in time. 

We are 30 years ago, 

and the first word processors and spreadsheets 

are about to hit the market. 

And the whole economic world is bracing for the next big productivity revolution. 

Their promise at the time was we’d all spend so much less time writing, 

drawing slides, computing numbers on a calculator. 

And here we are, 30 years later, 

and the promise has come true. 

We all have so much leisure time on our hands, 

and personally, I only work two days a week.00:38

Of course, I’m just kidding. 

The reality of what has happened 30 years later 

is we don’t work less. 

We just write much longer word documents. 

And our PowerPoint decks have gone from six slides to 50 slides. 

And I say that as a consultant. 

Also, we engage in much more complex decision-making 

because the amount of data that we have to process has just exploded.01:04

And why is that important today? 

Well, generative AI is coming, 

and it’s coming to be embedded in the core of our organizations 

and the way we work. 

And that will be the next big productivity revolution. 

So the question becomes: 

how do we set ourselves up to actually seize this productivity opportunity?01:26

I’m a marketer. 

I spent all my career in marketing and also advising marketing professionals. 

Now, some say marketing is the number one impacted function out there. 

Some say the productivity impact in marketing 

is as high as 50 percent. 

So that question of how can I seize that productivity opportunity 

is super high on my mind right now, 

and I want to make the case 

it should be super important to you all as well, 

as business leaders but also as consumers.01:58

So what will happen to marketing? 

Well, marketing has traditionally been a super right-brained, 

creative type of function. 

That means what? 

Means we have excelled as marketers 

by tapping into the emotional needs of our consumers, 

coming up with that perfect product, 

that perfect innovation to meet that need, 

and also then cracking that great message 

that will convert the consumer at the right place in the right time. 

Already in the past 15 years, with digital marketing and analytics, 

marketing has evolved from being only right-brain type of general skills 

to a few more specialized skill sets, 

for example, digital marketing or marketing technology.02:41

But now the difference with generative AI, 

it is transforming the core of marketing activities. 

Now, in a recent study 

that the Boston Consulting Group conducted with Harvard, 

we found that ChatGPT, in its current form, 

already improves the right-brain performance of marketers by 40 percent. 

Imagine what that number will be in a year or two from now.03:05

So what do you think marketers would do 

with a day and a half of free time a week? 

More yoga? 

More family time? 

Do you think companies would allow that? 

Or do you think companies will just let large chunks of the marketing function go? 

Well, I believe none of this is going to happen. 

I think if we don’t steer 

that productivity revolution very actively, 

marketers will invest this time in what they do best: 

more content and more ideas.03:39

Now, if you think of more content, 

there is a super productive outcome for all of us as consumers. 

More content actually means much more personalized content. 

Now think of that email 

that you’re getting from your favorite brand every week. 

Imagine if that email was 100 percent tailored to you, 

means only images of people your age and gender, 

even people wearing T-shirts of your favorite rock band, 

every product relevant for you, 

and even a human-like experience powered by a bot. 

That is certainly a productive outcome.04:14

But there is also a very negative outcome for us consumers here, 

and that is content overload. 

How many of you already feel chased 

by the same content over and over again online? 

Now imagine if that content chasing you, 

if that amount of content chasing you just explodes. 

And imagine if that content chasing you also all sounds the same. 

Now why is that a risk? 

Generative AI has been trained on existing content and data. 

Because of that, it reduces divergence of outcomes. 

And that great equalization of marketing is certainly not a productive outcome. 

So what is the solve here? 

Well, I believe marketing, 

but also every function out there 

that is being impacted by this productivity revolution, 

needs to grow a left-AI brain, grow one fast, 

and also identify and protect its top right-brained talent. 

You’re going to ask me, 

“What do you mean by growing a left-AI brain?” 

Well, I mean, the function needs to strategically reskill and reorganize 

to embed people that can build, 

use and diffuse predictive AI tools in the heart of decision-making. 

I mean, for marketing, building teams of marketing data scientists, 

marketing data engineers that build solutions 

that can be distributed to all marketers 

to, for example, unpack performance and predict outcomes. 

Imagine in marketing 

being able to understand what audience creative couples 

are really hitting it off in the market, 

or what product is working with which consumer and why 

or how is the marketing funnel evolving.06:04

I recently partnered with a consumer goods company that did exactly that. 

They decided to grow a left-AI brain advantage. 

We helped them build tools 

that were diffused in the entire organization, 

that helped every marketer predict for every marketing initiative 

what was going to be the sales outcome, 

how a consumer behavior is going to be impacted on every channel 

and every touchpoint, 

and go deep in unpacking execution insights 

to understand what creative was working and why. 

That created a super virtuous feedback loop in the entire organization. 

It also took building a team of 30-plus left-AI brain marketers 

that build these tools, customize them, 

but also in turn upskill the entire organization to use them.06:56

But the team’s only a part of the puzzle. 

I see too many companies out there embarking on this journey, 

just training their algorithms and models only on their current content and data. 

Now, if you do that, 

the risk for a brand is to be trapped in your current territory. 

Concretely, imagine you are a brand that is super strong with millennials. 

There is nothing in data and content existing on millennials 

that will help you to be successful with Gen Z. 

And in turn, if you’re never successful with Gen Z, 

you will miss out on important innovations and trends 

that will make you stronger with millennials. 

So I advise every company out there: 

think outside of the box, 

think outside your direct ecosystem 

on who could be super relevant data and content partners for you.07:48

Imagine you’re a construction company 

and you decide to market to architects for the first time. 

You have zero data on architects. 

What do you do? 

Who has data on architects? 

Other construction companies, but they’re direct competitors. 

So where do you go? 

Well, you go outside your ecosystem, 

potentially, for example, with financial institutions, insurances. 

You can set up a federated model with them, 

train algos on that, 

that will in turn make you much stronger 

to market to a new consumer segment.08:18

And so are you done? 

If you have that, if you have that data, if you have those skills 

are you done, you have that left-AI brain advantage? 

Well, no, actually you are not. 

If you do that, there is a risk you give all of your right brain 

to generative AI 

and in turn run a real risk of losing that divergence, 

losing that super strong brand identity, 

being trapped in that grand equalization of marketing 

I was talking about a minute ago.08:46

In the Harvard study we conducted 

with the Boston Consulting Group and Harvard, 

we found that when people over-rely on generative AI, 

the collective divergence of ideas drops by 40 percent. 

Concretely, that means that new ideas don’t come to the surface. 

It means that true innovation is being stifled.09:08

So what is a solve here? 

Well, you need to identify the true artists, 

the true differentiators, 

the true innovators of your function. 

Now, if you’ve ever worked in marketing, you know who these people are. 

They are the ones that always disagree with you. 

Now you take these people 

and you need to strategically reskill them to use AI well, 

for example, to be inspired by new ideas, 

to be inspired by new trends, 

to also crack fast prototypes, 

to multiply their impact once they’ve cracked a great idea. 

But you need to protect them and teach them 

from using the AI to generate and originate original ideas. 

For that, they have to use their human brain. 

To keep those human juices flowing, 

and that, in turn, will protect the identity of your brand 

and your differentiation in the market.10:02

So I want to close with an advice for any marketer out there. 

What are you good at? 

Are you super creative? 

Are you the true innovator in the room? 

Well, if you are, cultivate that. 

That will be your superpower. 

Do you like data? 

Are you super rational, are you super fact-based? 

Then you should specialize. 

You should grow tech skills. 

You should be investing in predictive AI competencies. 

But right now, every marketer out there needs to choose their brain.10:35

Thank you.