Jury Bias Against Big Business is a Big Problem

By Joe Ahmad

© 2026 The Texas Lawbook

More than ever, there is a strong bias against big corporations coming from the jury box. Lawyers representing any sizeable business, not just the Fortune 500, must plan to counter this pervasive prejudice.

The increased cynicism creating this perfect storm of corporate distrust comes from outside of the courtroom. It is born from views about media, government and other institutions and reflects changing views about the wealthy, the elite and experts. It is like class warfare, but it emerges from multiple economic classes.

Not so long ago, the stereotypes that helped us pick a jury included knowing many on the political left might be suspicious of big business. But today’s wariness comes from across the political spectrum. This makes it more difficult to pick a jury when familiar lines are blurred. Just as liberal versus conservative could be a clue to predisposition, urban versus rural was, too. But the anticorporate juror can now come from all directions. 

Where did this surge of intolerance come from? I see four main culprits: the COVID experience, alteration in corporate goals, the increasing income gap and pervasive social media.

COVID Cynicism Consequences

The appearance of the virus, the reaction from the government and business and the resulting hardships all contributed to a shift in the views of the average American summoned to jury duty. As citizens looked to government for leadership and assistance, they instead perceived the often-changing landscape as confusing and frequently contradictory.

Experts giving varying opinions caused folks to distrust those experts and, thus, the experts trial lawyers put on the stand. Dueling advice left people less trusting of any advice.

Government confusion on what to do, when to do it and who to follow helped convince the average Joe that institutions do not deserve the confidence they enjoyed. Examples include varying lockdown and vaccine policies and wildly different stories on the virus’ origin.

Business responses with varying and sometimes changing vaccine, mask wearing and remote work policies added to the mistrust.

And the media reporting of all this chaos was often fair but sometimes perceived as biased because of the proliferation of media that delivers news with a political view.

In the end, these potential jurors in voir dire are less likely to trust experts, government, businesses and the media.

Contribution from a Corporate Culture Shift

Decades ago, corporate employers were viewed as valuing morality and loyalty. It was common for people to be employed by one company for most of their working lives. They were proud of that affiliation, and the employer often took care of them with a pension after they left the workforce.

But big business turned away from the morality-based approach and became far more bottom line driven. Layoffs were once an unusual tragedy. Now they are a common way to create efficiencies and develop a competitive advantage. There was a time when it was not so laughable to describe a big business as a family, but in recent years most folks are skeptical about such claims.

We see courtroom accusations of safety shortcuts to pad the bottom line becoming increasingly credible for jurors. The expectation that a business will strive to do the right thing is vanishing both in the jury box and outside of it. We even have a name for this in the “reptile theory,” so called because it appeals to the reptilian portion of the brain that a business may be dangerous and the jury should mitigate its harm.

And even in the case of one corporation against another corporation, the trial lawyer must keep in mind the level of distrust towards corporations in general. Juries will easily believe that a corporation will break contracts or violate the law if it is in its financial interest to do so. 

Surging Income Inequality Hasn’t Helped

There is a widening gap in this country between the lowest wage earners and the wildly increasing wealth of those at the top. The top 1 percent of U.S. households owns more wealth than the bottom 90 percent. The average income at the bottom — and even in the middle — has lagged in the last few years, while top incomes grew astronomically.

The so-called K-shaped economy of 2026 amplifies long-standing inequality. The rich get richer, the poor struggle, and the middle class wonders how it will get by rather than how it will get rich. All boats are not rising, and while those at the top celebrate stock market bumps, those elsewhere on the spectrum may be struggling.

We have seen this reflected in the rise of populism at both ends of the political spectrum. In the jury box, we see this reflected by distrust towards the wealthy, elite and corporations.

This serious income gap is not something the jury box is likely to put aside when a C-suite millionaire defends a company that is perceived as loving the bottom line more than the bottom-level employees.

Social Media Perpetrates the Distrust

From nasty Yelp reviews that can fairly or unfairly hurt a business to scandals about C-Suite execs, social media has a significant role in how jurors view corporations.

The celebration of lavish lifestyles can cement resentment of the wealthy. The immoral behavior of a philandering CEO or the poorly planned ad with an executive who barely bites into his company’s burger “product” can result in the company being the butt of memes and jokes rather than a trusted institution. And an Instagram video about horrible service by an airline or discrimination by a restaurant can cost a business dearly.

At the same time, the echo chamber of most people’s social media diet can narrow viewpoints rather than broaden them.

Social media can take all these factors — the post-COVID skepticism, the corporate focus on the bottom line and income disparity — to create distrust and crystalize them into something more akin to animosity.

What is the Answer for a Trial Lawyer?

A trial lawyer with a corporate client faces a minefield when attempting to persuade jurors who may have anticorporate leanings. To avoid explosive moments, the case cannot be all about money; it must be about people, too.

Too many corporate lawyers try to “humanize the company.” But this is the wrong way to frame the issue. It is difficult for jurors to relate to a company in the abstract. Rather than trying to humanize the company, humanize the people who work for the company. This way jurors can see the company as a collection of people they can relate to. 

This comes down to picking the right witness who has an interesting story and who can demonstrate the facts the jurors need to know without condescension, corporate-speak and slickness. In a personal injury case, the safety professionals can be critical. Why did they go into the safety field? Why is safety important to them? Jurors won’t be as impressed by a glowing educational resume as they will be by plain talk coming from a witness they can relate to.

Some of my most successful representations of large corporations have been won not by a C-Suite type but by folks who do not have a high school diploma and yet can explain the facts of the case with credibility, based on their work experience. The average Joe witness who knows the business and is comfortable explaining it is your best defense against cynicism and mistrust.

The executive witness tends to over explain or be evasive. Executives are accustomed to being in control, and they often cannot help themselves when they take the stand and are not running the show. They often argue and evade, and they come across sounding like the very elite person the jury does not want to hear from. Executives often cannot help themselves when opposing counsel seems to be scoring points. They can overshare enough that a judge may admonish them to answer the questions only.

Well-coached witnesses who can put aside ego or do not have giant ones in the first place can level the playing field for big business. They can give short answers in cross and do not need to over explain. They trust that their lawyer will clear up any misunderstandings left by opposing counsel’s antics when it comes to redirect.

If a trial lawyer can find a clear corporate witness without anything to prove about his or her own cleverness or ability to control, that lawyer may be able to open minds on the jury and move them to a place where they can overcome the bias that is so pervasive today.

One important note: In a personal injury case, the safety issue deserves special attention. A company’s witnesses need to avoid the trap of agreeing that safety is the only important issue. It’s not absolute. For instance, if we really wanted to avoid death by car accident, no one would drive at all. But there are always countervailing priorities. It can be especially important for the company’s witnesses to be trained that while safety is an important issue, there are other issues that must be considered as well.

Another consideration for a trial lawyer is that the bias against corporations can also translate into sympathy for individuals — whether the individuals are suing or are being sued.

The toughest task in civil courts right now is representing a corporation against an individual. If you are filing a lawsuit on behalf of a corporation and can sue another corporation, or a corporation and an individual rather than just an individual, you should consider it.

In trade secret cases, for instance, one often sues the business and a person. But given the pervasive antibusiness sentiment, it would be wise to consider setting aside suing the individual and just focus on the other business.

Obviously, you can also avoid jury bias if you can avoid a jury and ask for a bench trial. But if you are up against an individual, chances are they will not waive the right to a jury.

It is an uphill battle for corporations in our courts right now. But a good lawyer for a big business will work to help the jury see the human side of their client and allow the jury to develop understanding and even sympathy for them.

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C Suite Occupants Should Know They Are Always in the Spotlight, Always 

The scrutiny and fallout from the statements made by the Campbell’s Soup executive should not be a shocking surprise to anyone in a C-Suite position. When you are at the top of a corporate ladder, your words and your actions have amplified consequences that likely would not result for those at lower echelons. 

The Campbell’s case involved a now-fired vice president in their technology department who was recorded saying racist things about some workers and disparaging the product and their customers. It became known a year after it was recorded in a lawsuit by an ex-employee fired after he complained about the statements. 

This is like the married CEO caught cuddling with his mistress on a Coldplay concert Jumbotron cam shot. The moral of the story was not just that cameras are everywhere, but that those with the most to lose may lose it when others might suffer lesser punishment or no punishment. 

There are parallels with those at the top who might be strongly or even marginally involved in emails with the late Jeffrey Epstein and are now feeling repercussions from their employers. 

People are delighted to watch the rich and mighty fall. C-Suite denizens should always be aware that whether they see the spotlight on them or not, everything they say and do may come back to bite them. A misstep might bring the knives out just like they do for a paparazzi-hounded celebrity. 

This problem may currently be exacerbated by an increasing general distrust in corporations and institutions. We see it when we pick juries; folks are ready to pounce in judgment. 

Most executives come to me when they have just had or are about to have a hard fall. These magnified consequences should not be a surprise. Executives can find lesson after lesson of fellow corporate leaders looking like deer caught in the headlights when they should have known those headlights are always there.  

 
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Good confidentiality and non-compete habits keep executives & companies out of court or prepared to win there 

Normally, I write about executives from the perspective of promoting their individual rights and liability.  But it is also important to keep in mind that executives have a fiduciary duty to the company and are trusted with protecting trade secrets and confidential information. That includes creating policies that help shore up the company’s position should it need to go to court.  

It is important for executives to regularly examine company policies to keep confidential information confidential. Most legitimate non-competes are designed to protect the company and its assets, especially trade secrets and confidential materials. Executives need to ensure that is the case. 

Executives should ensure that companies regularly audit their non-compete and confidentiality agreements. There are a variety of reasons for periodic audits:  

  • It is a must to ensure that all employees with access to confidential information have confidentiality agreements and that those in sensitive positions have reasonable non-compete agreements.  
  • The law changes, and non-compete agreements need to be updated accordingly  
  • An employee’s position or the company may change, and this may require a change in the non-compete language.

In updating the agreements, the following can provide a good checklist:   

  1. Make sure your non-compete is reasonable, given the employee’s responsibilities, access to confidential information and contacts with customers and other employees. In non-compete agreements, one size does not fit all.   
    Almost all states have a reasonability requirement, which means that a non-compete can be no broader in scope of activity, restrained, geography and time than is reasonably necessary to protect the company’s legitimate business interests.   
    Rarely do I see a non-compete written reasonably. Many states do not allow a non-compete to be modified, so they must be able to stand on their own. If the agreement is unreasonable as written, it will be struck down.   
    Even in those states that have a so-called “blue pencil” provision allowing a non-compete to be reformed, some courts can require a non-compete to be reformed before enforcing it.   
     
  2. Ensure that the non-compete obligations flow to all assignees and successors. Employees can move between subsidiary and affiliate corporations, and this can add protection if the non-compete is not updated every time the employee moves.    
     
  3. Protect all your confidential information with a confidentiality agreement and protect your most confidential information as trade secrets.    
    In general, a trade secret must have economic value and be subject to reasonable measures to keep it a secret.  The company should ensure that steps are taken to secure their most confidential information as trade secrets.    
     
  4. Move once an employee leaves for a competitor.  
    Delay often kills a non-compete case.
    If there is evidence that an employee took confidential material, that will greatly enhance any non-compete case because it demonstrates the need and urgency for an injunction.  
    It is important to have the employee’s computer sent immediately to review specialists, and certainly before another employee starts using it. Most non-compete cases are accompanied by a request for a restraining order and/or injunction. Such relief is an extraordinary remedy, granted only to protect against an imminent threat. Delay will indicate to the court that it can’t be that big a threat. 

I don’t advocate the indiscriminate use of non-compete agreements – those designed just to prevent competition. But when an executive finds it necessary to enforce a non-compete agreement to protect the company’s legitimate business interests, the executive must ensure that the company is in the right position to go to court.  

 

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Execs Can Be Fired for Off the Clock Speech or Behaviors 

C-Suite executives need to know that they represent the company even when they are off the clock. The recent jettisoning of Kroger’s chief for activities away from work is a sobering reminder. 

Personal conduct away from the office, even if it has no relationship to any co-worker or the finances of the company, may go against company policies and could be harmful to the business. 

The demise of executive Rodney McMullen was quick.  The Kroger grocery chain board learned of some “personal conduct” of his they called “inconsistent” with the company’s business ethics policy and immediately acted. 

Executives often are fired for lagging performance, failure to meet financial goals, misconduct at work or relating to employees and simply not delivering expected results. But your conduct off the job matters too. It does not have to be criminal or actionable for it to be stupid and offensive enough to alter your job status. The world is no longer compartmentalized. 

We live in a time when it is not just sexual misconduct that causes people’s employment to be in peril, but also inappropriate, racist, misogynistic and other potentially offensive comments made away from the work environment can reflect on the company and the employee. 

And a CEO will be held to a higher standard when it comes to what can tarnish their reputation or the company’s.  The Kroger CEO is not the first C-Suite inhabitant to be tossed like this. Law firm Boardman Clark discussed an exec with a podcast who made negative comments “about women, his anti-transgender opinions, and his opposition to diversity initiatives” on his podcast. He argued in a lawsuit that it was within his First Amendment right to do so. But non-governmental employees can be fired for what they say because aren’t protected by the First Amendment.   

As a company executive you may be off the clock, but you should not think any potentially offensive comments or behavior will stay off the record. As a C-Suite denizen, you are always representing your company.  

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Executive Safety May Hinge on Corporate Responsibility 

CEOs of major corporations are accustomed to high stress, high pressure and public-facing roles that can be dangerous to their mental health. But the shocking shooting death of UnitedHealthcare CEO Brian Thompson is a sobering reminder that on rare occasions, the position can be dangerous to their life as well.  
 
While CEOs and other C-suite executives accept that they are subject to intense scrutiny and criticism and can lose their job due to circumstances outside their control, few expected CEOs to be risking their physical safety. But increased threats and social media vitriol has made this a frightening reality, especially for those whose businesses are unpopular or seen in a negative light by some. A Forbes story recently noted “CEOs often face threats from disgruntled employees, unstable individuals, or those vehemently opposed to their stances.”   

 So, what can companies do to protect their CEOs?   
 
The immediate reaction by some is to consider increased security and removing the CEO’s bios and photos from the websites.  But I suspect this will have only a limited effect. It may help for a privately held business. But if a publicly traded company’s CEO is targeted, there are numerous places where someone can find their name, likeness and more. More thorough physical and digital safety precautions may be required, in some cases for the CEO’s families as well as for the CEO. 

There needs to be some consideration for the company’s effect on others. Companies with power over people’s lives must balance shareholder value with the effect their actions have on the well-being of the public. In the end, a company’s actions taken for the benefit of others also protects the company image which in turn increases shareholder value.

We likely will not go as far as Emory University School of Law professor George Shepherd argues in the law review article Not Just Profits: The Duty of Corporate Leaders to the Public, Not Just Shareholders. He says that the public good should again become a major acknowledged and required goal of corporations. “In exchange for receiving limited liability, corporations, and their officers and directors, should be required to serve the public purpose. This change would be efficient and would protect non-shareholder stakeholders, such as workers and the surrounding community, from inevitable vulnerability to corporate decisions.” 

Ultimately, publicly traded companies should be interested in their long-term image.  And while it is easy to get caught up in the quarter-to-quarter bottom line mentality, there can be negative consequences to this for shareholders and the rest of the community. These improvements in considerations and thus in image can hopefully serve as protection for executives as well. 

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Non-compete breach in business contract nets client $25.6M 

My colleagues at AZA and I won a $25.6 million breach of contract jury verdict in Houston court this week in a non-compete case pitting AZA client doctors’ group Fondren Orthopedic Ltd. against healthcare giant HCA Healthcare.  

While the Federal Trade Commission’s ban on non-competes for employees is headed to appellate courts after being overturned in two trial courts and upheld in one other, here a non-compete in a business contract was honored by a jury granting our client all requested damages.  

Fondren and HCA (which took over for Columbia Hospital Corporation) were in a limited partnership that owns and operates Texas Orthopedic Hospital, a hospital specializing in orthopedic surgery services. The jury found that HCA had broken the non-compete provisions of the contract by opening 10 competing hospitals in the Houston area. In addition, HCA prevented the Fondren group doctors from doing the same by invoking the same non-compete provisions the larger entity was blatantly breaking.  

HCA had the size, the scale and the power and felt they could do what they wanted. The hospital contract with Fondren was for 57 years, and about halfway through, they just decided they would no longer honor the contract. HCA owned 60% of the hospital with Fondren, but 100 percent of their improperly opened competing hospitals and sent business to their fully owned places. 

The case was covered by Texas Lawbook in “Houston Jury Finds HCA Hlethcare Owes Doctors $25.6M” (subscription required).  

The AZA team included my partner Kelsi Stayart White, associates Paul Turkevich and Karina Sanchez-Peralta, of counsel Kyle Poelker and Hilary Greene. HCA was represented by a team from Latham Watkins, including former Enron lead prosecutor Sean Berkowitz.  

Judge Jeralynn Manor oversaw the three-week trial and will hold a separate bench trial to determine attorney’s fees.  The case is Fondren Orthopedic Ltd vs. Columbia Hospital Corporation, Harris County case number 2021-68404. 

 

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Northern District of Texas temporarily enjoins FTC from enforcing its non-compete ban

It’s not surprising that a federal court enjoined the Federal Trade Commission’s (FTC) non-compete ban. Many non-compete lawyers, including me, predicted that the FTC ban on worker non-compete agreements would be struck down.  And the first court to rule on the issue, albeit, in a preliminary ruling, indicated that it will likely rule that the FTC’s ban is invalid.

Northern District of Texas Judge Ada Brown granted a preliminary injunction preventing the rule from taking effect in September, ruling that the FTC “exceeded its statutory authority in promulgating the noncompete rule, and thus plaintiffs are likely to succeed on the merits” of their request to strike down the ban. 

It appears that at least one court is poised to pull down the ban. And, given the U.S. Supreme Court’s late June decision courts are now instructed to interpret statutes using their own independent t judgment without deference to an agency’s interpretation. The high court overruled its previous policy of deferring to reasonable agency determinations under Chevron v. Natural Resources Defense Council.  It now seems inevitable that Judge Brown’s anticipated striking down the ban will be upheld by 5th U.S. Circuit Court of Appeals, and the U.S. Supreme Court, if it gets that far. While Judge Brown limited her injunction to the parties in front of her, other courts will likely do the same or even apply their order nationwide.

As a practical matter, employees and business should and will consider FTC’s ban void, unless something surprising happens.

One significant cautionary note – this only applies to federal efforts to limit non-competes. It has no effect on the continuing trend at the state legislative level to reign in non-competes. Considering what appears to be stalled efforts at the federal level to limit non-competes, pressure on state legislators to act will only increase. I doubt my state, Texas, however, will take any such action soon. Outside of Texas, lawyers should still stay tuned.

 

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Whistleblower client helps government settle $15 million Baylor heart surgery Medicare fraud case 

Working in concert with the federal government for five years, my law firm colleagues and I saw our whistleblower client receive $3 million of the $15 million settlement of a lawsuit alleging that Houston surgeons were letting unqualified trainees perform parts of heart surgeries while the surgeons billed for two or three concurrent surgeries.

The government said it is the largest settlement on record for Medicare fraud over concurrent surgery claims. The settlement is with Baylor St. Luke’s Medical Center, Baylor College of Medicine and Surgical Associates of Texas P.A.

This case is a good example of what qui tam claims under the False Claims Act can do. The allegations in this case became public and got a lot of publicity when the government intervened and settled. It puts people on notice around the country that this type of behavior will risk the wrath of the government.

 “In short, the teaching physicians churned through as many cardiac surgeries as possible to generate revenue for Baylor, regulations be damned, and were rewarded with lavish compensation,” said the lawsuit filed by my firm AZA.

The press release from the U.S. Southern District of Texas’ U.S. Attorney’s Office is here Texas medical center institutions agree to pay $15M record settlement involving concurrent billing claims for critical surgeries.

The False Claims Act was enacted after the Civil War to address military contract fraud. These days it is health care and still some department of defense fraud that dominate use of the act in lawsuits filed by whistleblowers.

This case took five years from when we filed it in 2019, which is not uncommon when the government intervenes and does its own thorough due diligence. The government tends to get involved in cases it deems both important and likely to lead to end in a win for the government. Otherwise, the whistleblower who filed the lawsuit must proceed on their own, even though the government would still take the biggest chunk of any judgment.

In this case, Medicare billing regulations require that a teaching physician must be in the operating room and supervising operations during critical portions of surgeries. Regulations also require adequate informed consent from patients. The lawsuit alleges that procedures were done in violation of these regulations, resulting in a $150 million windfall for the hospital and allowed the surgeons to make compensation up to four times what their colleagues made.

These Medicare regulations are there to protect the integrity of the government program and to protect patients. Patients have a right to a surgeon’s undivided attention, especially in a procedure as important and complicated as heart surgery. We took this case when we saw it concerned not only double and triple billing to Medicare but also something as serious as heart surgeries. The surgeries in question included coronary artery bypass grafts, valve repairs and aortic repair procedures.

The case is in federal court in Houston titled Morgan et al. v. Baylor St. Luke’s Medical Center et al. case number 4:19-cv-02925.    

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Tech entrepreneur Mike Lynch acquitted of defrauding HP; he was smart to testify 

A San Francisco jury that heard three months of testimony unanimously acquitted Autonomy CEO Mike Lynch of 15 criminal charges of conspiracy and wire fraud over the 2011 sale of his company to Hewlett-Packard. The government charged that Lynch misrepresented the value of his company at $11 billion and HP had to write down the value of the company by more than half. 

This sale, a major British tech deals at the time, was supposed to give a jump start to HP’s software business but it did not. HP won a civil case against Lynch in London, but damages have not been set. This U.S. case was a criminal one brought by the U.S. Justice Department. 

Lynch, a software entrepreneur who has both been praised for his ingenuity and criticized for this sale, told jurors himself that he did not lie to HP but depended in good faith on the calculations of others. He spent three days on the stand and clearly made a positive impression.  

In a battle between a rich founder executive and a sophisticated larger company, where the larger company bought the founder’s company, people will assume that the larger company is responsible for doing its due diligence. They will likely assume the company executives should know better than to rely purely on representations of the other side’s management.  

Some jurors tend to believe that these companies and executives operate in infested waters and should know it is ‘buyer beware.’ And the theme that HP and Whitman would blame others for their own mismanagement or failures is easy for some jurors to believe. 

Finally, some on the jury may have expected former HP CEO Meg Whitman to testify, and when she didn’t, that may have raised some suspicion and doubt in their minds. Whitman, a one-time California gubernatorial candidate, was running the company when it took the massive write down for the Autonomy purchase and she led some of the accusations against Lynch. 

And the fact that Lynch did testify and that he, over days, played guide and teacher to the jury about British phrases may have endeared him to the jurors. Given all that, it wasn’t a surprising outcome. 

I was quoted about this case in several trade publications including CIO.com and Accounting WEB

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Boeing CEO resigns – the top must drop in crises like these 

Davd Calhoun, CEO of Boeing, announced he is resigning from the troubled airlines at the end of the year. This is inevitable and the right thing to do.

Just like in pro sports, an organization with major problems needs to defend itself and do so with a change at the top. Customers, workers and the market need to know solutions are coming.

Just like the New England Patriots jettisoned even the mostly revered Bill Belichick, Boeing needed a change. The Wall Street Journal reported in Boeing CEO Dave Calhoun to Step Down in Wake of 737 MAX Struggles that not only will Calhoun be gone but his exit is “part of a broader executive shake-up after a Jan. 5 midair blowout and sweeping production problemsthat have angered airlines and regulators.”

Calhoun came on in 2020 after fatal crashes the two years before he joined. But the Alaka Air door plug falling out midair and other recent problems have proved too much.

CNBC featured a story on who might replace Calhoun, looking to GE, Carrier, Spirit, and an executive inside Boeing. Ideally, they need someone from outside to come in with fresh eyes. They should be looking in manufacturing and airline industries. Folks already inside the company tend to be defensive.

This search goes to the need all companies have for a succession plan. Given that Calhoun is looking to leave in nine months, one can assume there was no such solid succession plan in place at Boeing. A succession plan is not a luxury, it is a necessity for companies that can face a crisis in which the top executives are immediately unavailable to continue service.

Where Boeing stands now, it needs to do three things. One, find experienced and fresh eyes to run the company. Two, the folks at the top must show all employees that they are taking this seriously and seeking to strengthen and fix things at Boeing. Three, show the market that the company is up for the reset it needs.

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