A Successful Transformation of British Airways

How was the accompanying reading, “Re-Energizing the Mature Organization,” germane to the case on British Airways?

Mature organizations have a better strategic development platform that is crucial in creating an effective environment under which it is possible to have success when focusing on transformation. Thus, mature companies renew by instilling a customer perspective and focusing on customer needs and demands in order to develop a greater environment under which it would be possible to be successful. In the case of British Airways, Colin Marshall was highly involved in meeting customer’s demands and needs through earning their trust as well as respect within the firm (Lange et.al., 2015).

Change is very important within organizational environment and must be effectively developed to ensure a greater understanding on key elements that need to be considered in improving the existing performance levels. Making meaningful changes depends on the change strategy that is highlighted and in this case, Lord King spearheaded the change process moving the company from hopeless bureaucracy to a more diverse profit-making firm (Jick & Peiperl, 2011).

What was life like at the “old” British airways? What was difficult about making change?

The life at the old British airways was very difficult and employee to the company were very embarrassed being associated with the company due to poor state of the affairs. The trouble began when the company began its expansion strategy to other state airlines, British overseas and European airways due to the civil aviation act. Each company kept its former management, which made it very difficult to for the company to control the operations, due to lack of goodwill from other employees. The difficulty in having a common focus made it very difficult to embrace any significant change within the company development plan. This led to a very low productivity period, which was approximately less than 59% for three running years (Jick & Peiperl, 2011).

What were the critical factors in the successful transformation?

The successful transformation of the British Airways was based on two factors who are Lord John King and Colin Marshall who were at the center stage of the company management during the difficult times. Lord King took over management in 1981 by putting in place a strategic survival plan although was unsure of the timeframe which would be taken to ensure that the company returns to normalcy. King appointed Colin Marshall to put in place significant background for customer engagement under which customer concerns would be addressed significantly. These measures were s critical in the transformation of British Airways (Jick & Peiperl, 2011). From the biblical perspective, a critical focus in this case focuses on doing to others what you want to be done unto you (Luke 6: 31, English standard version). The actions that were taken by the company is in the best interest of everyone.

How did they transform themselves? (e.g. key steps and sequence, risks)

Strategic planning was key to the company transformation considering the fact that the situation was very difficult for the company and thus required critical focus under which better decisions would be made regarding the implementation of survival plan. The key elements that were considered in the transformation included productivity and customer satisfaction. Productivity in this case included cutting costs through laying off staff, closing underperforming routes and freezing pay increase. Customer satisfaction significantly focused on improving the company-customer relations (Mills, 2017).

What would you have done differently?

The measures taken by the company were very effective and the emphasis on customer satisfaction and regularization of company performance was key in ensuring that the company overcomes a difficult spell. The first thing that I would have put in place would be to ensure that the management operations are streamlined before commencing a turnaround strategy. The strategies that have been developed by Lord King and Colin Marshall are vital for any change process and I would have integrated them in my plan (Cornelissen & Cornelissen, 2017).

A key bible verse that I would consider in guiding my application would be based on provision of true information to all stakeholders especially to employees in order to adapt to the change process. English standard version, 2nd Corinthians 8:21 asserts that for we taking pains to do what is right, not only in the eyes of the lord but also in the eyes of man”. This means that as long as an action is positive and does not focus to injure anyone then it is correct.