Regarding Boeing, it's true that the principal-agent problem and misaligned incentives are issues. However, you must also consider the impact of promoting business school graduates and McKinsey-type consultants—who often believe they are the smartest people in the room, despite lacking operational expertise beyond making slides—to leadership positions in a company driven by engineering. Naturally, these business types will focus on short-term revenue and stock prices, as they have been trained their entire lives to optimize for vanity metrics like GPA, company prestige, and strategy over operations. This mindset is ingrained in their identity, leading them to undermine the engineering culture. For instance, Boeing's CEOs reportedly referred to engineering leaders as "retards" and "losers." Now, we are witnessing the consequences of these actions.