If you want to understand what to do about the recent 737 Max fiasco… it helps to start with the fact that Boeing is not a private corporation, but is a state entity in all but name.
The airlines, who are the main customers of the aircraft maker, have nowhere else to go, because its main rival, Airbus, can’t deliver on new orders to replace Boeing jets, at least not for years. And that means that the aerospace giant is not subject to any discipline from customers.
Boeing has joined big banks in the TBTF category while putting airline passengers at risk. What to do?
Likely nothing will happen as did after the 2008 financial crisis–Banks were propped up and no CEOs who were responsible for the crisis went to jail.
Stoller explains that the merger of McDonell-Douglas & Boeing is what led to the downfall of Boeing.
Another source confirm this thesis.
In a clash of corporate cultures, where Boeing’s engineers and McDonnell Douglas’s bean-counters went head-to-head, the smaller company won out. The result was a move away from expensive, ground-breaking engineering and toward what some called a more cut-throat culture, devoted to keeping costs down and favoring upgrading older models at the expense of wholesale innovation. Only now, with the 737 indefinitely grounded, are we beginning to see the scale of its effects.
Welchonian Share Holder Value became the mantra of Boeing.
 A book on the 737 Maxx fiasco:
Drawing from exclusive interviews with current and former employees of Boeing and the FAA; industry executives and analysts; and family members of the victims, it reveals how a broken corporate culture paved the way for catastrophe. It shows how in the race to beat the competition and reward top executives, Boeing skimped on testing, pressured employees to meet unrealistic deadlines, and convinced regulators to put planes into service without properly equipping them or their pilots for flight. It examines how the company, once a treasured American innovator, became obsessed with the bottom line, putting shareholders over customers, employees, and communities.