Pierre Beaudoin explains how a company driven by engineering goals learned to focus on customer expectations, teamwork, and continuous improvement. Canada’s Bombardier was founded in 1942 to make snowmobiles and similar equipment. Today, it makes trains and airplanes and is the world’s number-one train manufacturer and number three in civil aircraft.1 The company’s revenue and stock price have held up during the downturn. Over the past couple of years, it has significantly boosted its investments for growth, most notably an entirely new airplane design: the CSeries, a transcontinental commercial airliner with significantly lower emissions and running costs than existing planes have.