Changing the Culture at British Airways John P Kotter James K Leahey 1990
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[ of British Airways’s board of directors, executive team, and senior management.] Changing the Culture of British Airways The company began in 1929 with just one aircraft, and it had never been on the list of “Best Company to Work For” in the United Kingdom. In 1965, the British Airways’s board of directors declared that it wanted to be the best, by which they meant the best at everything it did. So, in 1974, British Airways’s Executive
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“The biggest problem the airline faces in the 1990s is culture. They have the right resources, and the right strategy. But culture, in the form of bureaucracy and “red tape,” is preventing their employees from working effectively. In this case study, I explore why the organization’s culture is inhibiting change, and how we can change it. This case study was prepared for the MBA program at Wharton. Based on the text material above, Could you paraphrase the problem statement of Changing the Culture at
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Changing the Culture at British Airways British Airways’ culture had become “business as usual,” whereby people were focused on achieving profits rather than providing outstanding customer service, and where leaders were seen as “yes-men.” This was an issue at the time, as the company was undergoing huge competition, and it was unclear what “changing” meant. The leadership team began by examining the following statements. 1. At BA, the organization believes that “service and cost are more important than customers”
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– Based on my experiences, John P Kotter’s article “Changing the Culture at British Airways: A Four-Part Program,” is an effective tool to help any organization reorient their culture to meet the needs of their customers and business model. – The essence of Kotter’s four parts are: 1. Identify and clarify the needs of the customer. 2. Build an atmosphere of shared purpose. 3. Develop and communicate the plan. 4. Implement the plan. Based on my personal experience and observation, these steps are more than
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I don’t have experience with British Airways, but I’ll share with you some points that you can use to develop a winning culture, a team that is more productive and engaged. 1. Recognize your employees as your biggest asset The first step in changing a culture is to recognize your employees as your biggest asset. additional info Employees are the lifeblood of any business, but at British Airways, they weren’t. For years, they worked in an airline that was run as a business, not as a people.
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1. How does the change at British Airways address the problem of the organization being too risk-averse to adopt new initiatives? The problem of the organization being too risk-averse was an underlying theme in British Airways’ initiative, and it was a crucial factor in their ultimate success. 2. How did the organization overcome this problem? The organization, with the help of John Kotter, James Leahey, and other change experts, embarked on a thorough process of change and development that took 2 years
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– To change the culture at British Airways was a daunting task and not a simple process. – The leadership had to accept the culture had to change and that was not an easy decision to make. – I believe that change begins at the top and needs to be accompanied by action. – I believe that management has to act as role models. – The leaders of British Airways were responsible for creating the culture in which they operated. – It would require a full-scale rebranding, changing the messaging of the organization to what it should mean. a fantastic read
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British Airways Case Study I started British Airways at a time when the company had a poor reputation in the market. The airline’s customers were angry about the high prices, lack of facilities, and lack of service. This was because of a poor culture at the company. British Airways was a public company in England. Its parent company was the British government owned civil aviation company, the British Overseas Airways Corporation (BOAC). British Airways had an overwhelming debt. The airline could not afford to make