The Tribune highlighted McNerny's analysis of the Boeing culture: "Too many people who thought something 'didn't feel right' failed to raise a red flag . . . They wanted to win a contract, they feared retaliation, they just didn't want to rock the boat, or they lacked the courage to speak up in a command and control culture."

McNerny's speech can't be captured in one quotation, which is why it's great that Boeing has made it available at www.Boeing.com. Boeing as a company and McNerny as a leader are clearly utililizing all the appropriate levers of management power and influence to create a culture of integrity.

And this cultural and behavioral change is the right goal, according to the Tribune. In a slam at the Department of Justice, they contrasted the deferred prosection agreement reached with Boeing to "the ill-fated Andersen prosecution," which only served to "kill the company and penalize thousands of innocent employees."

Maybe a little home town bias there, since Andersen was a Chicago icon. But they do grasp the central points of a good ethics program: change behavior, change culture, get rid of bad guys. Now if only it were as easily done as said.