4. Held on to his stance despite strong oppositions showing a determined face of BA
5. Rebrand BA to make it more attractive to international travelers
6.
7. No communication of the organization vision to the employees which led to their disillusionment
8. He missed out on the people touch points - both employee and customer wise. A fatal error in a service industry.
9. He failed to create a competent rung of top management around him.
10. He should have had an acceptability test before rebranding BA. He grossly failed to understand the British sentiments and pride and alienated opinion leaders like Thatcher.
11.
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14. Since there were pay restructuring, the employee morale was low leading to poor performance
15. Also, since it is a service industry, one must keep on improving their value propositions to their customers. BA did not do any such
16. A lot of initiatives were scrapped including employee suggestions. Thus the company lost insights from actual employee experiences.
17. There was no investment in innovation and technology to improve its services.
18. Q5. Initially Ayling was fitting into the role, following the footsteps of his predecessors. Once he started making decisions and strategies, things began to work in his disfavor. It was mainly because:
20. He did not form a team of confidantes especially in the form of top and middle management
21. He did not seek the stakeholders’ consensus before implementing changes, which made the later feel left out and not valuedSubmitted by: Pritha Gupta F09102<br />
![Case Study - British Airways: Flying into Storm (1996-2000)<br />This is a case on failed change management in British Airways (BA) during the years 1996-2000 where from posting its highest ever profit margin it slipped to its lowest ever share prices.<br />Q1. If we look at Kurt Lewin’s Change model and compare it to the one in BA–<br />,[object Object], <br />,[object Object]](https://image.slidesharecdn.com/ba-110307125054-phpapp01/85/british-airways-flying-into-storm-1-320.jpg)
![Since the equilibrium was never achieved, the question of stabilization never arrived.The approach was stopgap; no long term goal was transpired down even if it existed.Only chaos, employee and customer dissatisfaction became the new status-quoSeveral things went wrong during this time. The first would be the CEO’s performance during this time. Bob Ayling was a lawyer who helped BA get privatized and later on joined the firm and moved up the ladder to become the CEO as a favorite of his predecessor of Lord King.The things Ayling did right – <br />,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)