When chief executive of France-based Airbus Group Thomas Enders was an exchange student at the University of California, Los Angeles, in the early 1980s, he spent his weekends in the desert, skydiving from old DC-3 Dakota airplanes. He couldn't have guessed then that his taste for controlled-yet-adrenaline-heavy risk would one day lead him to steer a behemoth aerospace company into a newtechnological era, intent on finding opportunities for disruption.
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