British Airways: becoming the "world's favourite airline" British Airways: 1980-93
Author: Manzoni, Jean-François ; Barsoux, Jean-LouisINSEAD Area: Accounting and ControlPublisher: Fontainebleau : INSEAD European Centre for Executive Development (CEDEP) 1998.Language: EnglishDescription: 26 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: 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 marketplacePedagogical Objectives: 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.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Asia Campus Archives | Consultation only | BC000318 | ||||
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Europe Campus INSEAD Publications Display | Consultation only | BC000317 |
Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>
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.
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
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