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团队精神的英语演讲稿 篇1
Eight years ago, Boeing was not a major defense company. Today we are the nation's second largest contractor, and we have established Boeing as the leading industry partner to our government in developing a "network-centric" view of the world and apply that to a wide array of convention and unconventional threats. In the first half of this year, IDS's revenues were up 14% - to $14.6 billion - and we had an operating margin of close to 10%. We see excellent growth and profits in this business for years to come.
As most of you know, I came out of retirement to lead this company last December at a painful moment . . . as we were faced with barrage of criticism for the serious misdeeds on the part of a few of our people. I pledged to fix the things that went wrong, so they wouldn't happen again. I believe we have made good progress in restoring customer confidence and in putting distractions of the past year behind us. Every one of our employees has been asked to sign a code of conduct, and we have asked every one of our suppliers to acknowledge the same code of conduct. Clearly, the best way to defend against rogue behavior is to create an environment in which there is zero tolerance for anyone who even begins to bend or break the rules and where everyone understands and pursues the highest standards. We want everyone to stand up and cry "foul" at the first sign of unethical or improper conduct. That goes for people in supplier companies no less in Boeing itself.
团队精神的英语演讲稿 篇2
In business as in combat, trust is the great enabler in making the most of scarce resources. Many companies, for instance, have succeeded in increasing or speeding production while going from Just-in-Case to Just-in-Time levels of inventory. Just-in-Case is a function of a lack of trust; Just-in-Time is a function of trust. Just-in-Case says "I don't trust my guys to do what they say they are going to do"; Just-in-Time says, "I know I can count on my suppliers."
As it happens, the number of men and women who work for Boeing, either directly as employees or indirectly as part of supplier companies engaged in carrying out work for Boeing, is considerably larger than the force under General Franks' command. All told, we are probably about 500,000-strong - a Desert Storm-sized force. As big as we are, to move fast and to execute with a high degree of precision, we, too, must have total confidence in the promises that we make to each other. That's the first prerequisite.
I also believe it is both possible and necessary - in the competitive arena that we occupy - to combine a hard-nosed sense of attending to the practicalities of survival . . . with a genuine concern for the health and well-being of partners and co-workers. In an increasingly interdependent world, selfishness is not a viable option; to be too selfish is, ironically, to dig your own grave.
团队精神的英语演讲稿 篇3
Any of us in this world is not exist in isolation are all kinds of relations with the people around me. No matter what occupation you no matter when and where you are is inseparable from the cooperation with others. Especially in the modern society if you want to succeed you must learn to cooperate.
And we are now a member of the SIC in this is a team more need to cooperation. So all of us will know cooperation understanding and learn to cooperate.
What is the cooperation? As the name suggests the cooperation is to cooperate with each other common get things done. There are many things in this world only through the mutual cooperation between people. One learns to cooperate with others also will get the keys to open the door to success. So people often say: small cooperation have small achievement great cooperation with great achievements it is hard to have what achievement not cooperation. This is a very precious life we should remember to wish.
What is the effective way of cooperation? We have seen symphony orchestra in the concert hall or TV play it is a model of human cooperation. What is the strength to make hundreds of musicians dozens of different instruments so perfect cooperation and - harmonic? I think this is mainly rely on highly unified group goal and everyone in order to achieve this goal must have a spirit of collaboration.
In the activities in the SIC we also worked together for the sake of our activities we unite as one in cooperation with each other to grow. Beam in our activities I believe you have thought that the next activity how can we better cooperation to make up any shortfall in the activity.
How then should we cooperation let us do better?
团队精神的英语演讲稿 篇4
In his book, "American Soldier," General Franks acknowledges that his lines of supply, stretching more than 300 miles, were thin and vulnerable. But he points out that "a larger, slower, methodical attack model" - along the lines of Operation Desert Storm - would have left Saddam Hussein with "too many strategic options," including the torching of Iraq's oil field, the destruction of the country's infrastructure, and the ability to target chemical weapons at large concentrations of coalition soldiers. So Franks took a calculated risk. He opted for a campaign keyed to speed and maneuver - driving deep behind enemy lines on a variety of fronts and creating confusion and panic throughout its ranks. Whatever else one may say about this strategy, it was based on a high degree of trust. No commander would disperse his troops - casting so wide a net with the idea of being able to yank it tight in a few key places - unless he had the utmost confidence in thinking that every combat unit would do its job and do it well in supporting the mission.
团队精神的英语演讲稿 篇5
As this quote suggests, the most important component of trust is a strong belief - a hanging-over-the-precipice belief - in the complete integrity of another party or thing, whether it is the integrity of piece of rope or the integrity of the string of promises that we make to one another. On a continuing basis, trust is impossible without integrity. It can only exist in the presence of highest standards of conduct.
Let me cite a shining example of the power of trust involving one of our principal customers.
In leading Operation Iraqi Freedom, General Tommy Franks defied an old military axiom that says that an attacking force should have a 3-to-1 numerical advantage over an entrenched defender. He attacked with a smaller force. Unlike Operation Desert Storm 12 years earlier, Operation Iraqi Freedom did not begin with a massive aerial bombardment. And it did not stop at the Euphrates River. With fewer than half the troops and less than half the armor and artillery, the troops under General Franks' command drove all the way to Baghdad and beyond in just three weeks.