1 © 2009 lockheed martin aeronautics company. 0000.ppt 10/23/2015 2 © 2010 lockheed martin...

0000.PPT 04/20/23 2© 2010 Lockheed Martin Aeronautics Company

Kyung K. Kim, Ph.D.Kyung K. Kim, Ph.D.LM Tech FellowLM Tech Fellow

Technical LeadershipTechnical Leadership

2010 CIE LAMP, Arlington, TX2010 CIE LAMP, Arlington, TX(June 26, 2010)(June 26, 2010)


AcknowledgementAcknowledgement

Materials are from Various Presentations Made by Materials are from Various Presentations Made by

Mr. Frank Cappuccio, EVP and GM – Skunk WorksMr. Frank Cappuccio, EVP and GM – Skunk Works


A Quote from Marcel Proust

The Voyage of Discovery is Not The Voyage of Discovery is Not

in Seeking New Landscapes But in Seeking New Landscapes But

in Having New Eyes.in Having New Eyes.


Influence the Customers’ Requirements & Satisfy Their Needs by:

1. Earning Customer Respect & Confidence

2. Leveraging Our Valued Employees

3. Delegating Authority & Holding Individuals Accountable

4. Creating a Secure Environment of Trust & Teamwork

5. Encouraging Initiative & Prudent Risk Taking

6. Fostering a Passion for Innovation & Pushing the Boundaries

7. Accepting the Risk for Pursuing Aggressive Goals

8. Introducing Discriminating Concepts & Technologies

9. Providing Affordable, Rapid, Prototyping Solutions

10. Maintaining a Bias for Profitable Performance & Closure

Execute to a Governing Philosophy


1. Visionary … Looks Ahead, Forms Strategies & Shapes the Future

2. Conceptual Thinker … Deals With the Abstract & Yet Faces Reality

3. Good Balance … Leadership / Management Skills – Hands-on / Hands-off

4. Ownership … Always Focused on What’s Right for the Business & Can Move From Strategy to Tactics to Tasks

5. Strong People Orientation … Brings Out the Best in People … Selects Well … Deals With Non-Performers … Communicates Well

6. High Energy Level … Pro-Active… a Sense of Urgency and Closure

7. Strong Tech Marketing … Good Customer Skills & Comfortable in Using Them

8. Integrity … Good for His “Word” & Accountable for His “Actions”

9. Flexibility … Quick to Adapt to Change… Experiments… Innovates

10. Team Player … Recognizes That “People” Get the Job Done & Embraces What They Help to Create

Desired Characteristics of Leaders


Leadership ChallengeLeadership Challenge

LEADERSHIPLEADERSHIP MANAGEMENTMANAGEMENT

• InitiateInitiate• Resource DefinitionResource Definition• Doing Right ThingsDoing Right Things• PeoplePeople• InnovativeInnovative

• ControlControl• Resource UtilizationResource Utilization• Do Things RightDo Things Right• ProcessProcess• MaintainMaintain

AttitudeAttitude ActivityActivity

Achieve Balance Where Best Interest of Company And Achieve Balance Where Best Interest of Company And Individual OverlapIndividual Overlap


Leadership Attributes of Profitable CompaniesLeadership Attributes of Profitable Companies(ref. Harvard Business Review, Aug. 2001)(ref. Harvard Business Review, Aug. 2001)

• Preach What you Practice.Preach What you Practice.It’s not enough to have the right values. You must It’s not enough to have the right values. You must clarify them and hammer them home to customers, clarify them and hammer them home to customers, employees, suppliers, and shareholders through employees, suppliers, and shareholders through

your words and deeds.your words and deeds.

• Play to Win-Win.Play to Win-Win.If you are to build loyalty, not only must your If you are to build loyalty, not only must your

competitors lose. Your partners must win.competitors lose. Your partners must win.

• Be PickyBe PickyAt high loyalty companies, membership is a privilege. At high loyalty companies, membership is a privilege. Clarify the difference between loyalty and tenure.Clarify the difference between loyalty and tenure.


• Keep it Simple.Keep it Simple.In a complex world, people need small teams to In a complex world, people need small teams to

simplify responsibility and accountability. They also simplify responsibility and accountability. They also need simple rules to guide their decision making.need simple rules to guide their decision making.

• Reward the Right Results.Reward the Right Results.Save your best deals for your most loyal customers, Save your best deals for your most loyal customers, and save your best opportunities for your most loyal and save your best opportunities for your most loyal employees and partners.employees and partners.

• Listen Hard; Talk StraightListen Hard; Talk StraightMake it safe for employees to offer candid criticism. Make it safe for employees to offer candid criticism. Only promise what you can deliver, and take conflict Only promise what you can deliver, and take conflict head-on in a professional manner.head-on in a professional manner.

Leadership Attributes of Profitable CompaniesLeadership Attributes of Profitable Companies(ref. Harvard Business Review, Aug. 2001)(ref. Harvard Business Review, Aug. 2001)


1. People Are Illogical, Unreasonable and Self-CenteredLove and Trust Them Anyway

2. If You Do Good, People Will Accuse You of Being Selfish, Having Ulterior Motives, etc

Do Good Anyway

3. If You Are Successful, You Win False Friends and True Enemies Succeed Anyway

4. The Good You Do Today Will Be Forgotten Tomorrow Do Good Anyway

5. Honesty and Frankness Make You VulnerableBe Honest and Frank Anyway

Coping With Paradox of Leadership


6. The Biggest People With the Biggest Ideas Can Be Shot Down by the Smallest People With the Smallest Minds

Think Big Anyway

7. People Favor Underdogs but Follow the Top DogsFight for a Few Underdogs Anyway

8. What You Spend Years Building May Be Destroyed Overnight Build Anyway

9. People Really Need Help but Resent When You Do Help Them Help People Anyway

10. Give the World the Best You Have and You’ll Be Disappointed Give the World Your Best Anyway

Coping With Paradox of Leadership(Continued)


• Innovative People Don’t Care What You Innovative People Don’t Care What You

Know Until They Know That You CareKnow Until They Know That You Care

• People Embrace What They Help to CreatePeople Embrace What They Help to Create

• Solving the Wrong Problem Never Solving the Wrong Problem Never

Produces a Correct ResultProduces a Correct Result

• ““Protecting the People” is an Obligation Protecting the People” is an Obligation

and a Privilegeand a Privilege

Final ThoughtFinal Thought

1 © 2009 lockheed martin aeronautics company. 0000.ppt 10/23/2015 2 © 2010 lockheed martin...

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