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Air France (B): pulling out of its dive: Air France under Christian Blanc

Author: Manzoni, Jean-François ; Barsoux, Jean-LouisINSEAD Area: Accounting and ControlPublisher: Fontainebleau : INSEAD European Centre for Executive Development (CEDEP) 1997.Language: EnglishDescription: 15 p.Type of document: INSEAD CaseAbstract: This case covers Christian Blanc's first year at the head of Air France. When he takes up the job, the airline has been brought to a standstill by its unions who refuse to accept the rationalisation plan proposed by Blanc's predecessor, Bernard Attali. Blanc launches a massive listening exercise to try to understand the dysfunctions of the company. He then proposes a plan that, in some respects, is tougher than the rejected plan - and puts it to the vote. Over 80% of employees support it and it serves as a springboard for the revival of the airlinePedagogical Objectives: The case considers how an incoming a leader establishes credibility, wins over the employees and initiates a painful change process which was inconceivable just a few months previously. The case raises three key themes: the role and enactment of fair process, making a case for change and then implementing it; and the determinants of charismatic leadership.
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The case considers how an incoming a leader establishes credibility, wins over the employees and initiates a painful change process which was inconceivable just a few months previously. The case raises three key themes: the role and enactment of fair process, making a case for change and then implementing it; and the determinants of charismatic leadership.

This case covers Christian Blanc's first year at the head of Air France. When he takes up the job, the airline has been brought to a standstill by its unions who refuse to accept the rationalisation plan proposed by Blanc's predecessor, Bernard Attali. Blanc launches a massive listening exercise to try to understand the dysfunctions of the company. He then proposes a plan that, in some respects, is tougher than the rejected plan - and puts it to the vote. Over 80% of employees support it and it serves as a springboard for the revival of the airline

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