Hopefully the new CEO can fix whats broken with the company.
When you have this many things going wrong, for so long, on so many different fronts, there's no single thing that's the problem....it's a cultural issue.
While the banking industry doesn't endanger anybody's life, it does have a similar low upside / high downside risk profile, and I saw cultural issues at some big names in the banking industry. The root cause of every single one of them was mis-structured incentive plans -- and not just at the C-Suite level. Bad incentives for middle management and production personnel can be at least as damaging.
So if I'm the new CEO at Boeing, I'm reviewing every stinkin' incentive plan in the company for payouts based on short-term goals at the expense of longer-term performance.
Mis-structured plans can incent a zillion things that are often mis-characterized as problems, but are in fact symptoms of the real problem: short-term thinking, cost cutting (i.e., "cutting corners"), cover-ups, accounting "irregularities" to accelerate revenue and delay expense, and ignoring longer-term risks.
Guaranteed: He'll find that short-term financial results have been richly rewarded, while high-quality production has been devalued or ignored in that there is little to no incentive to do things the right way.
When you incent the wrong things in banking, you put the institution, its employees, and its shareholders at risk. Depositors might get a scare, but they'll get their money.
When you incent the wrong things in commercial aviation the company, shareholders and employees are also at risk. But you additionally put legions of passengers at literal life-or-death risk.
Moral to the story: Be careful what you incent....there's a 100% chance you will get it.