{"id":23456,"date":"2020-07-17T06:00:26","date_gmt":"2020-07-17T13:00:26","guid":{"rendered":"https:\/\/www.comparably.com\/blog\/?p=23456"},"modified":"2020-09-18T10:01:43","modified_gmt":"2020-09-18T17:01:43","slug":"bell-celebrates-85-years-of-aerospace-innovation","status":"publish","type":"post","link":"https:\/\/www.comparably.com\/blog\/bell-celebrates-85-years-of-aerospace-innovation\/","title":{"rendered":"Bell Celebrates 85 Years of Aerospace Innovation"},"content":{"rendered":"

An Interview with Allison Mullis, Executive VP of Human Resources, Bell<\/em><\/h4>\n

On July 10, 2020, Bell celebrated<\/strong> 85 years of business, marking a huge milestone as aviation pioneers. Besides certifying the first commercial helicopter in 1946, Bell built the X-1 plane that the incredible pilot Chuck Yeager used to break the sound barrier; debuted advanced tiltrotor systems into the military market; and supported NASA\u2019s first lunar mission. Today, it\u2019s a tech company focused on reimagining the future of flight. Headquartered in Fort Worth, Texas, as a wholly-owned subsidiary of Textron Inc., its employees continue to think big and innovate.
\n\u201cEighty-five years is an incredibly long time for a company to be in business,\u201d says Allison Mullis, executive vice president of Human Resources for Bell. \u201cI think our big accomplishment is that throughout that time, we have continued to redefine flight. From tiltrotors to unmanned aerial vehicles, our teams are always focused on how we can support our customers with the best technology.\u201d<\/p>\n

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EVP Human Resources, Allison Mullis, pictured with Bell attendees at the Black Engineer of the Year Award Conference, 2020<\/span><\/figcaption><\/figure>\n

A VISIONARY CEO<\/h4>\n

Mullis credits Bell President and CEO Mitch Snyder with leading the charge for innovation in every department and redefining the business. \u201cWhat we had was a company that had done amazing things and built outstanding products but was truly a very typical aerospace and defense manufacturing company,\u201d Mullis says. \u201cBecause of the incredible specificity of the work we do and the government regulations on aircraft, we were very process-driven. We had processes on top of processes. Our decision-making capability was very centralized, slow, and time-consuming.\u201d
\nUnder Snyder, the company is going through a major evolution from a more traditional mindset to being agile and taking smart risks. \u201cMitch\u2019s early steps focused on empowering employees to make decisions at the level of impact. He wanted us to move from overly processed and slow-moving operations to taking action and trying new things,\u201d Mullis says.<\/p>\n

A CULTURE CHANGE JOURNEY<\/h4>\n

\u201cWe’ve been on a culture change journey over the past four years. It’s ongoing, but we’re well on our way to shifting our business towards a more agile, innovative company,\u201d says Mullis. \u201cAnd we realized that our values had to evolve with our new vision. So, we came up with new values:<\/p>\n