In 1997 Boeing and McDonnell Douglas agreed on a merger. Like most corporate marriages, the deal looked great on paper: Boeing’s strength — commercial jetliners — was McDonald Douglas’ weakness. And vice-versa.
Boeing’s shortcomings on the military side would be bolstered dramatically by partnering with McDonald Douglas, maker of the F15 Fighter, the Apache helicopter, the Tomahawk missile, and many other successful weapons systems.
Two global brands, both looking to shore-up the weakest parts of their business. Two diametrically opposed corporate cultures.