This case considers the spectacular transformation of British Airways under the joint leadership of Lord King and Sir Colin Marshall. After a massive downsizing effort, they managed to revitalise service levels, image and revenues through a combination of structural change, massive training, IT investment and innovative branding. In the 1990s, cost cutting and strategic alliances became the new priorities to exploit the post-deregulation marketplace.
The case illustrates how successful corporate transformation requires the pursuit of multi-faceted initiatives (content) as well as attention to sequencing (process). It highlights how incoming leaders establish credibility, how they build a case for painful change, provide a vision, launch the change process and sustain its momentum. The case also highlights the leader?s visibility as a key part of driving the change
- Customer Service
- Human Resources Management