I think what the other commenter meant by bean counting CEO, is that they don't prioritize resilience and quality in their operations. In Boeing's case, they de

I think what the other commenter meant by bean counting CEO, is that they don't prioritize resilience and quality in their operations. In Boeing's case, they deprioritized the engineering culture with intense timelines and punished people who would want to take the time to ensure quality. This led to meeting targets, higher profits and reduced costs, but increased risk. In Southwest's case, it seems (from what I've read) that over the past two decades of CEO's, they didn't prioritize improving their backend software systems. Which seems similar to Boeing: improve profits, but increase risk.