I began my career in the aerospace and defense (A&D) industry as an export sales manager for a European missile manufacturer (now MBDA). It was a somewhat unusual career move for a business school graduate with no engineering background. Today, even fewer graduates have A&D high on their lists when they look for jobs as sales or marketing managers. This is, after all, an industry built by engineers, and its reputation is based primarily on products and the technological innovations that underpin them.

The recent rebranding of EADS into Airbus is a superb example of how to justify a top management decision with some strategic rationale that really does not exist. There was clearly an issue with the EADS brand. The name was poorly recognized internationally, but that problem had less to do with the brand itself than with the underlying dynamics within the group.

Walking through the Paris air show last month, I was struck by the large number of companies exhibiting under one regional or cluster umbrella. There were, to mention a few, Aerospace Valley, Rockford Area Aerospace Network, Monterrey Aerocluster Mexico, Isle of Man Aerospace Cluster, Aero Montreal, Skywin Wallonie and Northwest Aerospace Alliance. Such groupings have a basic economic rationale: They allow small suppliers to be present at a show without bearing the full costs of renting their own stands in an exhibit hall.