The Old British Airways & the Difficulties of Making Change
When looking at the “old” British Airways, it becomes clear that the company's strategy for cutting costs had a significant impact on employees and customers alike. This resulted in a noticeable decline in quality of life. The decreasing costs affected assistance quality, bringing representative disappointment. High employee turnover rates can be attributed to the unwelcoming atmosphere and feelings of undervaluation which were fostered by the workplace. The shortfall of a common vision and common objectives inside the organization further ruined efficiency and compromised the degree of administrations. As a direct consequence of this, customers also took the brunt of the lower quality of the service, which had a negative effect on how they perceived British Airways. The “old” English Aviation routes neglected to focus on the prosperity of its representatives and clients, in this way making an ominous personal satisfaction for both key partners.
A number of factors made it difficult to implement change at the “old” British Airways. The association had laid out a profoundly instilled culture and functional practices that opposed change (Heinz, 2020). As a result of the airline's long history of profitability and government support, there was resistance. It proved to be a difficult task to persuade management and employees that change was necessary in the face of existing success. The sheer size of the association introduced calculated obstacles. It is difficult for large businesses to quickly adapt to changing market conditions due to their slower decision-making processes. An effort to cultivate a culture of adaptability and openness to change was necessary for British Airways to overcome the inertia of established routines and hierarchical structures. In addition, it was difficult to persuade long-term employees, who were accustomed to the previous methods of operation, of the inefficiencies in those methods.
The Critical Factors in its Transformation Success
There are a number of important factors that contributed to British Airways' successful transformation. First, establishing a democratic structure that gave employees the authority to make decisions was crucial (Day, 2021). As a result, the company was able to keep the best-performing and most enthusiastic employees, fostering a sense of ownership and dedication to the organizational change process. Also, the airway decrease the numbers in the quantity of workers. A decrease of personnel can sometimes add to smoothing out activities and expanding effectiveness (Day, 2021). The broad organization and associations of Master Lord, the executive at that point, were additionally instrumental in the progress of the change. These associations empowered English Aviation routes to lay out productive associations with government authorities and business pioneers. Re-appropriating key capabilities and employing experienced experts carried new viewpoints and skill to the association, adding to its change. Accountability was further ensured, and performance was continuously improved through the implementation of efficient monitoring and evaluation systems (Day, 2021). Paying attention to their employees with fair and consistent feedback caused British Airways' successful transformation and rebirth. This was largely facilitated by these essential elements, such as employee empowerment, network leverage, strategic hiring, and robust performance monitoring.
The Method of Transformation
British Airways embarked on a transformative journey by strategically implementing a sequence of steps, taking calculated risks to achieve their desired outcomes (Kearney & Edmonson, 2019). The transformation began with the appointment of Lord King as the new chairman, bringing a fresh perspective and clear vision for change. The initial focus was on establishing a democratic structure that empowered employees to make decisions, fostering a sense of ownership and commitment (Kearney & Edmonson, 2019). Simultaneously, the organization undertook a reduction in workforce, streamlining operations and enhancing efficiency. By leveraging Lord King's extensive network, British Airways formed valuable relationships with government officials and business leaders, facilitating the implementation of strategic initiatives (Kearney & Edmonson, 2019). The transformation also involved taking risks, such as the introduction of a cargo flight halting and sale scheme, as well as the closure of certain airlines within the company. These decisions were made judiciously to optimize resources and prioritize profitability; furthermore, British Airways embraced the hiring of experienced professionals and outsourcing key functions, injecting fresh perspectives and expertise into the organization. Throughout the process, a robust system for monitoring and evaluation was implemented to ensure accountability and drive continuous improvement (Kearney & Edmonson, 2019). By following this carefully sequenced approach and taking calculated risks, British Airways successfully transformed itself to achieve its desired objectives.
My Personal Strategy
Focusing on a comprehensive program for cultural transformation might have been a better approach to approaching culture change. This approach stresses methodically tending to social viewpoints, values, and ways of behaving inside the association, as opposed to exclusively depending on primary changes and cost decrease procedures. This strategy aims to create a shared vision of the desired cultural shifts by engaging employees at all levels and encouraging open channels of communication. Empowering dynamic support and contribution from representatives can improve their up-front investment and inspiration, prompting a more fruitful and maintainable social change. Additionally, the efforts to change the culture can be bolstered by investing in robust training and development programs that give employees the skills and competencies they need. This comprehensive approach to culture change could have improved employee satisfaction, customer experience, and overall organizational performance by prioritizing a positive and collaborative work environment.
Biblical Integration
There is no human that had more of a transformative nature and a transformative love more than Christ Jesus did. Scripture says, “You were taught, with regard to your former way of life, to put off your old self, which is being corrupted by its deceitful desires; to be made new in the attitude of your minds; and to put on the new self, created to be like God in true righteousness and holiness.” (Ephesians 4:22-24, New International Bible, 1978/2011) Paul reinforces the importance of leaving behind the old patterns of behavior and desires that are corrupted by deceit. Instead, we as Christians are called to adopt a new mindset and put on the “new self” that reflects the righteousness and holiness of God.
References
Heinz, Art (2020), Leading Organizational Change. McGraw-Hill Create. https://bookshelf.vitalsource.com/books/9781307709100
Day, D. V. (2021). Transformational Leadership and Organizational Change: A Review. Journal of Leadership & Organizational Studies, 8(3), 2-19.
Kearney, M. L., & Edmonson, M. L. (2019). Organizational Change: A Review of. Journal of Management, 25(3), 293-315.
New International Bible. (2011). Zondervan. (Original work published 1978)
