Case Discussion: British Airways
•Download as PPTX, PDF•
1 like•1,058 views
British Airways implemented a new swipe-card system to improve organizational effectiveness. They conducted a 6-month pilot test but failed to effectively communicate the changes to employees. This led to misunderstandings among employees and a decline in worker satisfaction. To avoid similar issues, British Airways should have built transparency with stakeholders, communicated the changes more clearly, and involved front-line workers in the change process.
Report
Share
Report
Share
Recommended
Change mangement
Do you ever wonder why so few organisations succeed in successfully going live with their new business application? Why so few users truly accept their new application once it has been implemented, even when a lot of time and money has been invested in the development process? In this presentation you can read how to make your own implementations more successful by efficiently tailoring your change management to your end users’ needs.
Change is good...when you manage it properly.
The document discusses change management and defines it as addressing cultural issues when new processes or technologies are introduced, helping employees accept and adopt new programs by thinking differently, and including extensive listening, marketing, customized improvements and training to ultimately change behaviors into best practices. It emphasizes that change management programs should be uniquely suited to an organization's goals and challenges, and should be factored into implementations from the start rather than as an afterthought. Success is measured by adoption rates, time to savings, training effectiveness, satisfaction, and addressing "FUD factors" like fear, uncertainty and doubt that can undermine change. Executive sponsorship, tailored communications, changes supporting work practices, training, and transition support are key to a smooth change process.
The LAST Manifesto
Part of my work over the past year has been embedding ST into local Government, which I have successfully achieved using my LAST Method (Lean Agile Systems Thinking Method). By using the LAST Method I have been able to breakthrough many barriers (including my own) and demonstrated sustainable delivery and benefits realization.
The system is against agile adoption
Presented at the LAST Conference Melbourne, Australia, 2 August 2013.
Session description was ...
Have you been part of an agile adoption that has stalled, plateaued or just died a slow death? Are you embarking on your first agile transition? Then come and join in the conversation, learn from others and share your experience.
The format will be a moderated open fishbowl conversation i.e. a panel of 4 chairs with one chair always empty for any audience member to come and contribute to the discussion.
To frame the discussion I'll be asserting that agile adoptions exhibit the "Limits to Growth" system archetype. I'll explain the archetype, detail how it fits to agile adoption and then leave it to the panel and audience to confirm me as genius, fool or something in between.
Lean construction
Lean construction aims to reduce waste and improve productivity in the construction industry. It targets seven types of waste including defects, overproduction, and unnecessary transportation. Lean construction attacks waste through three angles: project delivery, organization, and integrated project delivery. Some benefits of lean construction include reduced costs, improved schedule reliability, and increased productivity and profits. However, there are also some drawbacks such as getting all employees onboard with changes, the time needed for training, and the risk of breakdowns in the new systems. Lean construction emphasizes eliminating waste to deliver more value to customers.
Kanban Systems with Matt Hansen at StatStuff
An introduction to the Lean concept of improving and monitoring efficiency through visual cues called Kanban systems.
Resistance change final_11_march.pptx
This document discusses resistance to change and how to overcome it. It explains that resistance often occurs in large-scale programs due to a lack of early stakeholder engagement. It identifies three common root causes of resistance: not seeing a personal benefit, believing the change will not work, and not being ready for disruption. The document recommends a three-step approach to addressing resistance: diagnosis to understand barriers, engagement to help stakeholders see the need for change, and involvement of stakeholders in the change process.
Resistance change kinetik
This document discusses resistance to change and provides strategies for overcoming it. It notes that resistance often stems from a lack of perceived benefit, managing change too late without early stakeholder involvement, or ignoring criticisms. The document recommends a three step approach: 1) diagnosing resistance through questionnaires and interviews, 2) engaging stakeholders to understand problems and involve them in solutions, and 3) ongoing involvement of stakeholders in the change program and communications. It stresses the importance of identifying influencers, understanding root causes of resistance, and communicating clearly throughout the process.
Recommended
Change mangement
Do you ever wonder why so few organisations succeed in successfully going live with their new business application? Why so few users truly accept their new application once it has been implemented, even when a lot of time and money has been invested in the development process? In this presentation you can read how to make your own implementations more successful by efficiently tailoring your change management to your end users’ needs.
Change is good...when you manage it properly.
The document discusses change management and defines it as addressing cultural issues when new processes or technologies are introduced, helping employees accept and adopt new programs by thinking differently, and including extensive listening, marketing, customized improvements and training to ultimately change behaviors into best practices. It emphasizes that change management programs should be uniquely suited to an organization's goals and challenges, and should be factored into implementations from the start rather than as an afterthought. Success is measured by adoption rates, time to savings, training effectiveness, satisfaction, and addressing "FUD factors" like fear, uncertainty and doubt that can undermine change. Executive sponsorship, tailored communications, changes supporting work practices, training, and transition support are key to a smooth change process.
The LAST Manifesto
Part of my work over the past year has been embedding ST into local Government, which I have successfully achieved using my LAST Method (Lean Agile Systems Thinking Method). By using the LAST Method I have been able to breakthrough many barriers (including my own) and demonstrated sustainable delivery and benefits realization.
The system is against agile adoption
Presented at the LAST Conference Melbourne, Australia, 2 August 2013.
Session description was ...
Have you been part of an agile adoption that has stalled, plateaued or just died a slow death? Are you embarking on your first agile transition? Then come and join in the conversation, learn from others and share your experience.
The format will be a moderated open fishbowl conversation i.e. a panel of 4 chairs with one chair always empty for any audience member to come and contribute to the discussion.
To frame the discussion I'll be asserting that agile adoptions exhibit the "Limits to Growth" system archetype. I'll explain the archetype, detail how it fits to agile adoption and then leave it to the panel and audience to confirm me as genius, fool or something in between.
Lean construction
Lean construction aims to reduce waste and improve productivity in the construction industry. It targets seven types of waste including defects, overproduction, and unnecessary transportation. Lean construction attacks waste through three angles: project delivery, organization, and integrated project delivery. Some benefits of lean construction include reduced costs, improved schedule reliability, and increased productivity and profits. However, there are also some drawbacks such as getting all employees onboard with changes, the time needed for training, and the risk of breakdowns in the new systems. Lean construction emphasizes eliminating waste to deliver more value to customers.
Kanban Systems with Matt Hansen at StatStuff
An introduction to the Lean concept of improving and monitoring efficiency through visual cues called Kanban systems.
Resistance change final_11_march.pptx
This document discusses resistance to change and how to overcome it. It explains that resistance often occurs in large-scale programs due to a lack of early stakeholder engagement. It identifies three common root causes of resistance: not seeing a personal benefit, believing the change will not work, and not being ready for disruption. The document recommends a three-step approach to addressing resistance: diagnosis to understand barriers, engagement to help stakeholders see the need for change, and involvement of stakeholders in the change process.
Resistance change kinetik
This document discusses resistance to change and provides strategies for overcoming it. It notes that resistance often stems from a lack of perceived benefit, managing change too late without early stakeholder involvement, or ignoring criticisms. The document recommends a three step approach: 1) diagnosing resistance through questionnaires and interviews, 2) engaging stakeholders to understand problems and involve them in solutions, and 3) ongoing involvement of stakeholders in the change program and communications. It stresses the importance of identifying influencers, understanding root causes of resistance, and communicating clearly throughout the process.
British airways
British Airways experienced baggage handling issues at Heathrow Terminal 5 that left thousands of passengers without their luggage. An IT fault caused the baggage belt system to break, leaving airport staff to sort bags by hand. Passengers landing in Africa and America arrived without their bags and bombarded British Airways with complaints on social media. The airline does not know how long it will take to reunite passengers with their missing luggage.
British Presentation
The document discusses the opening of British Airways' new Terminal 5 at Heathrow Airport in 2008, which resulted in a major crisis. On the first day of operations, 34 flights were cancelled and baggage check-in was suspended. Over the next 10 days, over 500 flights were cancelled and 42,000 bags failed to travel with passengers. The crisis was caused by poor staff training, lack of logistics planning and pretesting, and the absence of contingency plans. British Airways lost £25 million due to the crisis and saw its brand value and shares decline significantly.
Strategic management british airways
British Airways Assignment involves student Michael Anderson with matriculation number S0905039 completing coursework for Business Law BABW3 and Strategic Management. The assignment pertains to British Airways and requires analysis in 3 key areas for the courses.
British Airways
British Airways Avionic Engineering (BAAE) is establishing an Automated Storage and Retrieval System (ASRS) to improve its inventory management and customer responsiveness. The ASRS must meet requirements related to BAAE's product types, aviation industry standards, and regulations. Traceability is important in aviation and other industries for regulatory compliance, security, and establishing trust with customers. Information technology systems play a key role in enabling internal and external traceability across supply chains. BAAE aims to reduce inventory costs and improve its ability to recertify components within 3 minutes through the new ASRS.
British airways
British Airways underwent a transformation in the 1980s from a troubled airline to a profitable one under the leadership of John King. However, under Bob Ayling in the late 1990s, a focus on cost-cutting and efficiency led to declining employee morale and customer satisfaction. Ayling should have prioritized maintaining the culture of customer service and employee care that was key to the airline's previous success, rather than pursuing too many strategic changes at once. While some restructuring was needed, Ayling's approach neglected the human aspects of the organization and failed to keep employees and customers supportive of the changes.
BA Agile Decision Management - Impact 2010
This document summarizes how British Airways used a business rules management system (BRMS) called ILOG JRules to increase revenue opportunities. It describes two case studies where JRules was used: 1) To provide new upgrade options, increasing upgrades by 400,000. 2) To allow advanced seat reservations up to 360 days in advance, increasing reservations by 500,000. The BRMS enabled faster rule changes and new opportunities to be exploited in 18 months. It provided control over pricing and eligibility, improved time to market, and business ownership of rules.
British airways 260809
John King was appointed chairman of British Airways in 1981 to lead a turnaround. The airline was losing money, overstaffed, and had poor customer service. King initiated drastic changes, including reducing staff by 9,000 in 9 months. By focusing on customer service and intensive training, British Airways became profitable again by 1990. In 1996, Robert Ayling became CEO and continued the success, but economic issues in 1997 hurt profits. Ayling focused more on profits than employees, damaging morale. By 2000, British Airways was losing money again and Ayling left the company.
British Airways: Flying into storm
- British Airways underwent failed change management from 1996-2000, posting its highest profits then slipping to lowest share prices.
- CEO Bob Ayling focused on cost-cutting without considering stakeholder needs, leading to employee and customer dissatisfaction.
- Ayling lacked people skills and failed to communicate vision, consult employees, or build a competent management team, alienating stakeholders in the process.
British Airways Corporate Identity
This presentation outlines how British Airways uses corporate communication tactics to manage and retain a certain image to its stakeholders. The presentation was created as part of a marked assignment and was accompanied by a report. This assignment achieved 74% [First].
Presentation developed by: Miles Newlove, Molly Mclaughlin, Abigail Holt and Shaun Parsons.
British Airways : Stakeholders Objectives
British Airways has many stakeholders that impact its objectives and operations. Key stakeholders include customers who want reasonable quality and priced goods and services, employees who seek job security and satisfaction, competitors who can impact decisions, suppliers like Boeing and Airbus who are major providers, shareholders who want financial success, and regulators whose rules impact the industry. Managing relationships with these various stakeholders and balancing their needs and objectives is important for British Airways' success.
British Airways
British Airways is the largest international airline based in the UK operating out of Heathrow Airport. It transports 36 million passengers annually to 268 destinations in 97 countries. In 2008, British Airways launched its new Terminal 5 which experienced major operational issues on opening day, damaging the airline's reputation. To restore confidence, British Airways launched an advertising campaign called "Terminal 5 is Working" featuring daily updated ads with real performance metrics and customer photos to convince the public that issues had been resolved. The campaign was successful in helping rebuild the airline's image.
British airways
British Airways appointed Saatchi & Saatchi as its global advertising agency in 1982 to develop a global brand identity and advertising campaign. Saatchi & Saatchi launched the "The World's Favourite Airline" concept campaign in 1983 featuring the commercial "Manhattan Landing" showing the island of Manhattan rotating through the sky to London. The campaign aimed to boost British Airways' prestige but received mixed reactions internationally and faced opposition from some country managers. British Airways also ran business and leisure advertising campaigns to promote services like Concorde and package deals.
British Airways - Brand strategy
The presentation attempts to analyse UK airline industry and the situation in which British Airways, the flagship national carrier, is in, and suggest strategic direction for the brand.
Several strategic models are employed including PEST, SWOT, Ansoff, Keller's CBBE model.
Case study British Airways
This document provides an overview of strategic management concepts as they relate to services organizations, using British Airways as a case study. It discusses British Airways' corporate structure as part of International Airlines Group, its strategic scope in products, markets, geography and competencies. It also examines strategic costs such as sunk costs and learning curves. The document analyzes British Airways' organization, market definition, industry analysis using Porter's five forces, and recommendations to improve its strategy.
Online civic engagement & community building workshop Seattle 3 25-14
Presentation materials and resources from a workshop on strategies and tools to organize online community building and e-activism. Presented to neighborhood and community groups 3/25/14 by the City of Seattle Department of Information Technology Community Technology Program & Department of Neighborhoods PACE program, along with Phillip Duggan of Pinehurst Community Council and CTTAB, and Joe Szilagyi, Westwood-Roxhill-Arbor Heights Community Council & West Seattle Transit Coalition.
Empowering Young People to Take Action - Online
- The document discusses the Youth Digital Commons project, which aims to empower young people to connect, collaborate, and take action through technology and civic engagement.
- It provides an overview of the project goals of the City of Seattle, YMCA, and UW Center for Communication. It then outlines the vision and progression of the project, including focus groups conducted, the PugetSoundOff.org website created, growing content, curriculum developed, and values upheld.
- It recaps the Civic Voice Curriculum developed to provide project-based learning exploring community issues using digital media. The impact and opportunities for organizations to get involved are also summarized.
KKay Reference Letter
Kelsey Kay worked as an Administrative Assistant at Telarix from March 13th to June 1st, 2016. She was responsible for office management tasks like word processing, managing spreadsheets, scheduling appointments, and assisting different departments. Kelsey fulfilled her responsibilities with little supervision and interacted well with clients, employees, and different departments. She completed all tasks with professionalism and efficiency and provided suggestions to improve efficiency. Kelsey was a pleasure to have in the office and will be missed.
9 case study in digital marketing
9 Case Study hiệu quả trong Digital Marketing cần tham khảo và học tập.
The SMS Advantage Infographic
A survey found that people find it annoying to communicate with businesses across multiple apps and prefer the simplicity of SMS. The majority of respondents believe businesses should use SMS more often to interact with customers and that SMS improves the overall brand experience. The report recommends that businesses leverage SMS to communicate with customers throughout the customer lifecycle, as SMS is seen as an effective channel, particularly for assurance-based services on mobile devices.
Sybase Mobile Commerce Guide 2011_Global Opportunities for Financial Institut...
This document provides an overview of the mobile commerce opportunity and landscape. It discusses how mobile payments and money transfers using mobile phones is the next evolution of payments beyond cash, checks, and electronic payments. It outlines the types of mobile payments like remote payments, mobile top ups, person to person transfers, bill payments, and physical payments. It also describes the fragmented market landscape with payments players like banks, payment brands, and non-banks, and mobile network operators, startups, and hardware providers. It discusses how mobile phones are enabling safe payments and transfers in developing countries that lack banking infrastructure. The document argues that for mobile commerce to grow, industry stakeholders need to work together to make transactions easy and engage with customers.
Change Community of Practice Webinar: Life after go live - what Change Manage...
Why do we need Change management post go live?
What are the Best Practices highlights
What does "post go live" Change Management look like?
What are the risks of cutting Change Management short
And the Top 5 tips from our consulting team!
Leading Cultural Change
The main objective of this presentation is to encourage openness to change in the workplace. It will help you understand what are the steps to leading successful cultural change and go over some case studies of successful, semi-successful, and unsuccessful change within organizations.
More Related Content
Viewers also liked
British airways
British Airways experienced baggage handling issues at Heathrow Terminal 5 that left thousands of passengers without their luggage. An IT fault caused the baggage belt system to break, leaving airport staff to sort bags by hand. Passengers landing in Africa and America arrived without their bags and bombarded British Airways with complaints on social media. The airline does not know how long it will take to reunite passengers with their missing luggage.
British Presentation
The document discusses the opening of British Airways' new Terminal 5 at Heathrow Airport in 2008, which resulted in a major crisis. On the first day of operations, 34 flights were cancelled and baggage check-in was suspended. Over the next 10 days, over 500 flights were cancelled and 42,000 bags failed to travel with passengers. The crisis was caused by poor staff training, lack of logistics planning and pretesting, and the absence of contingency plans. British Airways lost £25 million due to the crisis and saw its brand value and shares decline significantly.
Strategic management british airways
British Airways Assignment involves student Michael Anderson with matriculation number S0905039 completing coursework for Business Law BABW3 and Strategic Management. The assignment pertains to British Airways and requires analysis in 3 key areas for the courses.
British Airways
British Airways Avionic Engineering (BAAE) is establishing an Automated Storage and Retrieval System (ASRS) to improve its inventory management and customer responsiveness. The ASRS must meet requirements related to BAAE's product types, aviation industry standards, and regulations. Traceability is important in aviation and other industries for regulatory compliance, security, and establishing trust with customers. Information technology systems play a key role in enabling internal and external traceability across supply chains. BAAE aims to reduce inventory costs and improve its ability to recertify components within 3 minutes through the new ASRS.
British airways
British Airways underwent a transformation in the 1980s from a troubled airline to a profitable one under the leadership of John King. However, under Bob Ayling in the late 1990s, a focus on cost-cutting and efficiency led to declining employee morale and customer satisfaction. Ayling should have prioritized maintaining the culture of customer service and employee care that was key to the airline's previous success, rather than pursuing too many strategic changes at once. While some restructuring was needed, Ayling's approach neglected the human aspects of the organization and failed to keep employees and customers supportive of the changes.
BA Agile Decision Management - Impact 2010
This document summarizes how British Airways used a business rules management system (BRMS) called ILOG JRules to increase revenue opportunities. It describes two case studies where JRules was used: 1) To provide new upgrade options, increasing upgrades by 400,000. 2) To allow advanced seat reservations up to 360 days in advance, increasing reservations by 500,000. The BRMS enabled faster rule changes and new opportunities to be exploited in 18 months. It provided control over pricing and eligibility, improved time to market, and business ownership of rules.
British airways 260809
John King was appointed chairman of British Airways in 1981 to lead a turnaround. The airline was losing money, overstaffed, and had poor customer service. King initiated drastic changes, including reducing staff by 9,000 in 9 months. By focusing on customer service and intensive training, British Airways became profitable again by 1990. In 1996, Robert Ayling became CEO and continued the success, but economic issues in 1997 hurt profits. Ayling focused more on profits than employees, damaging morale. By 2000, British Airways was losing money again and Ayling left the company.
British Airways: Flying into storm
- British Airways underwent failed change management from 1996-2000, posting its highest profits then slipping to lowest share prices.
- CEO Bob Ayling focused on cost-cutting without considering stakeholder needs, leading to employee and customer dissatisfaction.
- Ayling lacked people skills and failed to communicate vision, consult employees, or build a competent management team, alienating stakeholders in the process.
British Airways Corporate Identity
This presentation outlines how British Airways uses corporate communication tactics to manage and retain a certain image to its stakeholders. The presentation was created as part of a marked assignment and was accompanied by a report. This assignment achieved 74% [First].
Presentation developed by: Miles Newlove, Molly Mclaughlin, Abigail Holt and Shaun Parsons.
British Airways : Stakeholders Objectives
British Airways has many stakeholders that impact its objectives and operations. Key stakeholders include customers who want reasonable quality and priced goods and services, employees who seek job security and satisfaction, competitors who can impact decisions, suppliers like Boeing and Airbus who are major providers, shareholders who want financial success, and regulators whose rules impact the industry. Managing relationships with these various stakeholders and balancing their needs and objectives is important for British Airways' success.
British Airways
British Airways is the largest international airline based in the UK operating out of Heathrow Airport. It transports 36 million passengers annually to 268 destinations in 97 countries. In 2008, British Airways launched its new Terminal 5 which experienced major operational issues on opening day, damaging the airline's reputation. To restore confidence, British Airways launched an advertising campaign called "Terminal 5 is Working" featuring daily updated ads with real performance metrics and customer photos to convince the public that issues had been resolved. The campaign was successful in helping rebuild the airline's image.
British airways
British Airways appointed Saatchi & Saatchi as its global advertising agency in 1982 to develop a global brand identity and advertising campaign. Saatchi & Saatchi launched the "The World's Favourite Airline" concept campaign in 1983 featuring the commercial "Manhattan Landing" showing the island of Manhattan rotating through the sky to London. The campaign aimed to boost British Airways' prestige but received mixed reactions internationally and faced opposition from some country managers. British Airways also ran business and leisure advertising campaigns to promote services like Concorde and package deals.
British Airways - Brand strategy
The presentation attempts to analyse UK airline industry and the situation in which British Airways, the flagship national carrier, is in, and suggest strategic direction for the brand.
Several strategic models are employed including PEST, SWOT, Ansoff, Keller's CBBE model.
Case study British Airways
This document provides an overview of strategic management concepts as they relate to services organizations, using British Airways as a case study. It discusses British Airways' corporate structure as part of International Airlines Group, its strategic scope in products, markets, geography and competencies. It also examines strategic costs such as sunk costs and learning curves. The document analyzes British Airways' organization, market definition, industry analysis using Porter's five forces, and recommendations to improve its strategy.
Online civic engagement & community building workshop Seattle 3 25-14
Presentation materials and resources from a workshop on strategies and tools to organize online community building and e-activism. Presented to neighborhood and community groups 3/25/14 by the City of Seattle Department of Information Technology Community Technology Program & Department of Neighborhoods PACE program, along with Phillip Duggan of Pinehurst Community Council and CTTAB, and Joe Szilagyi, Westwood-Roxhill-Arbor Heights Community Council & West Seattle Transit Coalition.
Empowering Young People to Take Action - Online
- The document discusses the Youth Digital Commons project, which aims to empower young people to connect, collaborate, and take action through technology and civic engagement.
- It provides an overview of the project goals of the City of Seattle, YMCA, and UW Center for Communication. It then outlines the vision and progression of the project, including focus groups conducted, the PugetSoundOff.org website created, growing content, curriculum developed, and values upheld.
- It recaps the Civic Voice Curriculum developed to provide project-based learning exploring community issues using digital media. The impact and opportunities for organizations to get involved are also summarized.
KKay Reference Letter
Kelsey Kay worked as an Administrative Assistant at Telarix from March 13th to June 1st, 2016. She was responsible for office management tasks like word processing, managing spreadsheets, scheduling appointments, and assisting different departments. Kelsey fulfilled her responsibilities with little supervision and interacted well with clients, employees, and different departments. She completed all tasks with professionalism and efficiency and provided suggestions to improve efficiency. Kelsey was a pleasure to have in the office and will be missed.
9 case study in digital marketing
9 Case Study hiệu quả trong Digital Marketing cần tham khảo và học tập.
The SMS Advantage Infographic
A survey found that people find it annoying to communicate with businesses across multiple apps and prefer the simplicity of SMS. The majority of respondents believe businesses should use SMS more often to interact with customers and that SMS improves the overall brand experience. The report recommends that businesses leverage SMS to communicate with customers throughout the customer lifecycle, as SMS is seen as an effective channel, particularly for assurance-based services on mobile devices.
Sybase Mobile Commerce Guide 2011_Global Opportunities for Financial Institut...
This document provides an overview of the mobile commerce opportunity and landscape. It discusses how mobile payments and money transfers using mobile phones is the next evolution of payments beyond cash, checks, and electronic payments. It outlines the types of mobile payments like remote payments, mobile top ups, person to person transfers, bill payments, and physical payments. It also describes the fragmented market landscape with payments players like banks, payment brands, and non-banks, and mobile network operators, startups, and hardware providers. It discusses how mobile phones are enabling safe payments and transfers in developing countries that lack banking infrastructure. The document argues that for mobile commerce to grow, industry stakeholders need to work together to make transactions easy and engage with customers.
Viewers also liked (20)
Online civic engagement & community building workshop Seattle 3 25-14
Online civic engagement & community building workshop Seattle 3 25-14
Sybase Mobile Commerce Guide 2011_Global Opportunities for Financial Institut...
Sybase Mobile Commerce Guide 2011_Global Opportunities for Financial Institut...
Similar to Case Discussion: British Airways
Change Community of Practice Webinar: Life after go live - what Change Manage...
Why do we need Change management post go live?
What are the Best Practices highlights
What does "post go live" Change Management look like?
What are the risks of cutting Change Management short
And the Top 5 tips from our consulting team!
Leading Cultural Change
The main objective of this presentation is to encourage openness to change in the workplace. It will help you understand what are the steps to leading successful cultural change and go over some case studies of successful, semi-successful, and unsuccessful change within organizations.
Communication plan
This communication plan outlines a 4 phase process for communicating organizational change: 1) Preapproval, 2) Creating need for change, 3) Midstream change communication, 4) Confirming success. Various technologies will be used including projectors, email, surveys, and video conferencing. Effectiveness will be tested using 360 degree feedback and comparing goals to accomplishments. Feedback will be generated through surveys, blogs, and assessments to enable continuous improvement. Negative responses will be addressed through open communication and using resistance as an opportunity for more communication. The plan aims to increase engagement, provide reassurance, and restore reputation through an experienced approach.
V2 top tips on keeping on top of dm performance
This document provides 12 tips for development management (DM) managers to help keep performance on top. It suggests regularly monitoring detailed performance reports, ensuring case officers understand their roles, communicating regularly with applicants, learning from successes and failures, and involving members in discussions about performance. DM managers are encouraged to use this checklist to investigate performance issues and identify areas for improvement using additional PAS support materials.
Prosci Change Maturity Community of Practice webinar
Catherine Smithson presented on measuring change maturity in organizations. She discussed why measuring maturity is important, such as to establish a baseline and track progress. Two common tools for assessing maturity are the Change Management Institute's Organizational Change Maturity Model and Prosci's Change Management Maturity Model Audit. Prosci research found that on average organizations have a maturity level of 2.59 on a 5-point scale. The presentation provided tips for conducting a successful maturity audit, such as choosing the right participants and using a facilitator to focus on discussions rather than scores.
ChangeManagement_20.08.2015
This document provides an overview of change management. It outlines the eight steps of change management and discusses preparing for change by establishing structure, managing resistance, and creating change plans. It also discusses monitoring progress and feedback, addressing barriers to change, and reinforcing change through awareness, desire, knowledge, ability, and reinforcement. The goal of change management is for employees to adopt and utilize solutions to achieve business results.
Time to change? How to shape the profession for tomorrow
This was a presentation given by Amanda Clack, Fellow of the APM and PM practitioner for over 25 years. Amanda is also the Senior Vice President of the Royal Institute of Chartered Surveyors (RICS).
The presentation was given to the Northern Ireland membership and guests on Thursday 13th November 2014 at The Mount Conference and Business Centre in Belfast.
Amanda's presentation considered the future of project management and how we all need to think differently as professionals to achieve the APM vision to "create a world in which all projects succeed" which forms part of the APM Strategy 2020.
Whilst at PricewaterhouseCoopers (PwC) as a partner, Amanda led a report entitled “Portfolio and Programme Management 2014 Global Survey”. In this session Amanda will explore with us some key findings from this report and share with us her personal views on what the profession needs to do to change to start to achieve the APM Strategy 2020 vision.
How to do Change Management for mandatory change
Many change projects are mandatory - compliance, regulatory, systems and restructures to name a few. These “No Choice Changes” present special challenges for change practitioners. How can we engage stakeholders when they have no real say in the decision to make the change or the solution? How can we build buy in when there is little What’s in it for Me?
Join our next Change Community of Practice Webinar to tap into the wisdom of our consulting team and share your experiences and lessons learned:
- The challenges of mandatory change
- Snapshot of Prosci Best Practices research findings
- Top 5 tips for effective Change Management
Organizational change
Nature of organizational change, factors, planned change, change agent, process, the resistance of change, conclusion
August Community of Practice Webinar - How to manage resistance to change!
"It's not easy to change things. Things fight back." Marty Rubin
Resistance to change - it's the most common barrier to change and left unchecked, can damage project success and benefit realisation.
In this interactive webinar, we will cover:
- Unpacking resistance - what it is and what it looks like
- How to make the case for intervening early and often
- Snapshot of Prosci Best Practices
- Top 5 tips from our consulting team
- Q&A
S2_Change_readiness.pdf
A change readiness assessment provides data on an organization's ability to change and identifies risks. It assesses awareness of the need for change, desire and motivation to change, knowledge of how to change, ability to implement change, and reinforcement to sustain change. The assessment involves designing a questionnaire, conducting workshops to gather perspectives, collecting and analyzing data, mapping results to risk profiles to identify enablers and barriers, and developing an action plan focused on areas like the change vision. The overall goal is to understand change readiness and develop a plan to manage the change process effectively.
Leading change
Kotter identifies 8 common errors that organizations make when attempting transformational change. The first error is not establishing a sense of urgency about the need for change. The second error is failing to create a powerful coalition of people who can lead the change effort. The third error is lacking a clear and compelling vision for the change. The fourth error is undercommunicating the vision for change. The fifth error is not removing obstacles to the new vision. The sixth error is failing to plan for and create short-term wins. The seventh error is declaring victory too soon before changes are fully implemented and adopted. The eighth and final error is not anchoring changes in the organizational culture.
Succeeding in a change saturated environment - Being Human Change Community o...
We operate in change saturated organisations, in which the volume, speed and complexity of change is ever increasing. Constant change is the norm and as a result, managers and employees suffer from change fatigue.
In this interactive webinar, we will cover:
- What is change saturation?
- Common symptoms
- Snapshot of Best Practices Research
- Top 5 Tips to succeed with change in a change saturated organisation
- Q & A
Total quality management
The basic concept of TQM
Works methods
Processes and practices
If the participants happen to be an instructor, they will become high-quality instructor and will able to develop high-quality students who can be matched with the global standards.
Building Organisational Change Capability Seminar Info Webinar September 2015
Preview of Being Human's upcoming seminars in Sydney, Melbourne and Canberra on Building Organisational Change Capability.
Change_Mgmt_Whitepaper
This document discusses how to create a culture for change when outsourcing transportation management. It recommends building a change management framework that includes establishing executive sponsors, a change manager, and a cross-functional team. It also emphasizes communicating changes to employees, training them on new processes, correcting issues, and habituating employees to the new normal through continuous improvements. Sustaining this culture of change requires adapting to planned and unexpected changes through ongoing process evaluation and benchmarking key performance indicators.
Building change capability and capacity
This is the story of building change capability and capacity across an organization in order to build an agile organization. The brought about great business benefits to the company.
Kotter Leading Change Article Presentation
Kotter identifies 8 common errors that can cause transformation efforts to fail:
1) Not establishing a great enough sense of urgency about the need for change.
2) Not creating a powerful enough guiding coalition to lead the change effort.
3) Lacking a clear and compelling vision to direct the change.
4) Undercommunicating the vision by a factor of ten, so employees do not understand it or buy into it.
5) Not removing obstacles to the new vision, such as outdated policies and structures.
6) Not systematically planning for and creating short-term wins to maintain momentum and morale.
7) Declaring victory too soon before the change is fully embedded in the culture.
February 2019 CoP Webinar - Building Maturity - using the Change Management M...
Vicky Emery, General Manager at Prosci, presented a webinar on using the Prosci Change Management Maturity Audit. The webinar introduced the Prosci Change Management Maturity Model and benchmark data on change management maturity globally and by region/industry. Emery reviewed the 5 elements that build change management maturity - Leadership, Application, Competencies, Standardization, and Socialization. An example organization's audit results were shared, showing their overall maturity level of 2.3. Emery provided top tips for effectively using the audit, such as completing it yourself first and allowing time for discussion. The audit can be used to strategically plan how to increase an organization's change management maturity over time.
CFO Event - Charles Counsell, Automatic enrolment and triennial re-enrolment
The document discusses automatic enrolment in workplace pensions in the UK. It provides an update on the progress of automatic enrolment, with over 5 million employees enrolled so far. It also outlines the challenges of enrolling the remaining small and micro businesses. Employers will have to re-enroll employees every 3 years to keep them in a pension. The Pensions Regulator, which is responsible for automatic enrolment, provides guidance and online tools to help employers comply with their duties.
Similar to Case Discussion: British Airways (20)
Change Community of Practice Webinar: Life after go live - what Change Manage...
Change Community of Practice Webinar: Life after go live - what Change Manage...
Prosci Change Maturity Community of Practice webinar
Prosci Change Maturity Community of Practice webinar
Time to change? How to shape the profession for tomorrow
Time to change? How to shape the profession for tomorrow
August Community of Practice Webinar - How to manage resistance to change!
August Community of Practice Webinar - How to manage resistance to change!
Succeeding in a change saturated environment - Being Human Change Community o...
Succeeding in a change saturated environment - Being Human Change Community o...
Building Organisational Change Capability Seminar Info Webinar September 2015
Building Organisational Change Capability Seminar Info Webinar September 2015
February 2019 CoP Webinar - Building Maturity - using the Change Management M...
February 2019 CoP Webinar - Building Maturity - using the Change Management M...
CFO Event - Charles Counsell, Automatic enrolment and triennial re-enrolment
CFO Event - Charles Counsell, Automatic enrolment and triennial re-enrolment
More from Lenny Rosadiawan
Prospects and Challenges of Development in Indonesia
This document discusses the prospects and challenges of development in Indonesia. It outlines Indonesia's natural resources and potential for economic growth based on its natural gas, coal, palm oil, and other commodities. However, it also notes challenges in ensuring sustainable development and distributing knowledge resources evenly across the country. Key challenges include balancing supply and demand of education, improving infrastructure, maximizing the contribution of the large Indonesian diaspora, and developing citizens' character as much as their knowledge. Overall, the document presents Indonesia as having significant economic potential but also facing ongoing challenges around equitable and sustainable development.
Triple helix collaboration to develop economic corridors
This document discusses a research project analyzing collaboration between triple helix actors (academia, business, and government) to develop economic corridors in Indonesia as knowledge hubs. It presents the research purposes and results. Specifically, it analyzed actor capabilities and proposed a collaboration model. The model involves three components: 1) Integrated R&D institutions in key economic activities, 2) Vocational education programs aligned with corridor potentials, and 3) Innovation clusters integrating industry and research. The goal is to shift from natural resource-based to knowledge-based economies by upgrading resources into higher value products and skilled workforces.
Case Discussion - Du Pont
Presentation of Case: Du Pont by Group Discussion 2
From book: Managing Organizational Change
Palmer, Dunford, Akin
Case Discussion Boeing
Case discussion by Augustine Merriska, Fari Rahmatullah, IndriyanaDamayanti
Kristia, Tiara Nursyani, Yanda Eldiyana
From book Managing Organizational Change-Ian Palmer, Richard Dunford, Gib Akin
Corporate Communication Kit-Pilot
CCK Assignment by Joviano R. Elan, Nisrina Nur Ulfah, Hartini Soraya, Kayom Mukti Nursalim, Alexius Justianto, Pradito Hananda
Desain Riset Metode Penelitian Kualitatif
Penelitian ini bertujuan untuk mengetahui persepsi civitas akademika SBM ITB mengenai perilaku berbagi pengetahuan di lingkungan SBM ITB, serta faktor-faktor yang mempengaruhinya. Peneliti akan melakukan wawancara dengan dosen, tutor, dan mahasiswa untuk mengumpulkan data persepsi mereka, serta menganalisis sarana dan aktivitas berbagi pengetahuan yang disediakan SBM ITB. Hasil penelitian diharapkan
WOMAN AS ROLE MODEL IN COMMUNITY DEVELOPMENT PROGRAM
Three key elements of community development programs are the change process, resource utilization, and community capacity building. A case study of a program in Indonesia found that using local women as role models was an effective approach. The women leading a caramel candy business were open to new ideas, actively participated in developing a new business plan, and were committed to implementing it. They served as ideal role models within their community according to the criteria of being innovators who improve lives and have good social influence. This success supports considering women's roles when designing similar community development programs.
Obligations and Opportunities
The document discusses how advancements in transportation and communication have made the world a closer community, exposing societies to new ideas and opportunities for trade, travel, and global markets. However, it also notes that jingoism, or extreme patriotism, still threatens more open international trade. It examines evolving expectations for business ethics and corporate social responsibility as companies operate globally across different cultures.
Science System in Management
1. The document discusses the evolution of applying scientific principles and quantitative methods to management problems and decision making over time, from early pioneers like Aristotle to modern operations research.
2. Key developments included the formalization of the scientific method, the growth of statistics and probability theory, and the increasing use of mathematics to model real-world systems and optimize outcomes.
3. The development of computers and information technologies in the 20th century further enabled the application of these quantitative methods and data-driven decision making in business and management.
Organizational Behavior and Theory
Human resource management and organizational behavior evolved from earlier disciplines like human relations and industrial relations. Various theories were developed to explain human motivation and leadership styles. Researchers studied how individual and organizational goals interacted and how job design impacted satisfaction. Contemporary perspectives examine open systems and contingencies. The field draws from multiple domains and paradigms to understand relationships between people and organizations.
Management Theory and Practice
This document summarizes the development of modern management theory from its origins in Henry Fayol's work. Key developments include the human relations movement, advances in organizational structure and quantitative/scientific problem solving. Modern management theory integrates these areas and focuses on balancing individual and organizational needs, and relating the organization to its environment. Theories have analyzed how to integrate management approaches for effective teaching, research, and practice.
Social Person Era in Retrospect
The document discusses the rise of the human relations movement and social person era in management thought during the 1930s-1950s. Key ideas include:
1) The Hawthorne Studies shifted emphasis to social and human factors over technical skills and efficiency. Concern grew for employee fulfillment over production.
2) The human relations movement reflected themes of equalizing power through unions and participation. It established frameworks for studying people in groups.
3) The social person era was a time of increased focus on people rather than production in management decision making. New variables beyond financial incentives were considered.
4) The Depression era saw a rise in groupism and desire for social solidarity as individuals felt alone and insecure.
Human Relation in Concept and Practice
The Hawthorne studies were important in advancing the idea of improving human relations in organizations. However, human relations was intended as a tool to understand organizational behavior rather than an end itself. The passage of time was a key factor in building trust and interpersonal relationships, and financial incentives still needed to be included to gain productivity. Critics argued that Mayoists viewed society as characterized by conflict and were willing to manipulate workers, failing to recognize alternatives like collective bargaining or consider unions.
Organization and People
1. The document discusses the evolution of organizational structure and management theory from the early 20th century. It covers increasing formalization and different perspectives on organizational design.
2. Key concepts discussed include span of control, authority, coordination, organizational principles, and the separation of ownership and control in large corporations.
3. Different thinkers such as Fayol, Gulick, Urwick, and others contributed to the development of administrative theory and more formal views of organizational structure and management.
People and Organization
This document summarizes the development of the human relations movement from the 1920s to the 1940s. It began with empirical research on group dynamics and interactions that challenged views of isolated individuals in organizations. Notable researchers included Follett, Lindeman, Moreno and Lewin who developed new techniques like sociometry and field theory to study groups. Their work influenced later studies of social systems and organizational theory. In the 1930s-1940s, human relations research expanded and many new academic centers and programs were established to study work motivation and developing participative approaches to management through techniques like role playing and sensitivity training.
The Search for Organizational Integration
Mary Parker Follett was a pioneering American philosopher and management consultant born in 1870. She studied philosophy at Radcliffe College and political science at New York University. Follett made significant contributions to the fields of organizational theory, leadership, and conflict resolution. She believed that groups could integrate differing interests through creative cooperation rather than through domination or compromise. Follett saw the potential for organizations to develop collective will and purpose through open communication and respect among members. She advocated for participatory and democratic approaches to management.
The Hawthorne Studies
The document summarizes key aspects of the Hawthorne Studies conducted in the 1920s and 1930s. The studies sought to understand the influence of various workplace factors like illumination on employee productivity and performance. Researchers found that productivity increased across different illumination conditions. They ultimately concluded that social and psychological factors like employee morale, supervision, and human relations had a greater influence on work performance than physical factors alone. The studies emphasized the importance of the human and social aspects of work.
Scientific Management The Retrospect
1) The transformation from an agrarian to an industrial nation placed the US as the top producer of goods and services in terms of output, wages, and standard of living for citizens.
2) The accumulation of resources in the US was completing the first phase of industrial growth by World War I and entering a second phase of rationalizing resource utilization in industry.
3) Frederick Taylor was the focal point for scientific management which aimed to boost production and reduce costs through time and motion studies, eliminating wasted motions, setting standards, and implementing piece-rate incentives to increase wages while reducing per-unit labor costs.
More from Lenny Rosadiawan (20)
Prospects and Challenges of Development in Indonesia
Prospects and Challenges of Development in Indonesia
Triple helix collaboration to develop economic corridors
Triple helix collaboration to develop economic corridors
WOMAN AS ROLE MODEL IN COMMUNITY DEVELOPMENT PROGRAM
WOMAN AS ROLE MODEL IN COMMUNITY DEVELOPMENT PROGRAM
Recently uploaded
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
DearbornMusic-KatherineJasperFullSailUni
My powerpoint presentation for my Music Retail and Distribution class at Full Sail University
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Prescriptive analytics BA4206 Anna University PPT
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...
The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.Enhancing Adoption of AI in Agri-food: Introduction
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Efficient PHP Development Solutions for Dynamic Web Applications
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
9356872877Sattamatka.satta.matka.satta matka.kalyan weekly chart.kalyan chart.kalyan jodi chart.kalyan penal chart.kalyan today.kalyan open.fix satta.fix fix fix Satta matka nambar.8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA
PM Surya Ghar Muft Bijli Yojana: Online Application, Eligibility, Subsidies &...
PM Surya Ghar Muft Bijli Yojana: Online Application, Eligibility, Subsidies &...Ksquare Energy Pvt. Ltd.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【网址🎉ac22.net🎉】
【网址🎉ac22.net🎉】欧洲杯投注是体育博彩和在线赌场之一，得益于UKGC的三项许可。 成立之初是三名博彩公司将40家博彩商店的合并的结果，共同创建一家名为欧洲杯投注的公司。 欧洲杯投注在线赌场为游戏爱好者提供了300多种游戏，其中200多种老虎机，其他游戏包括二十一点，轮盘，真人荷官和真人赌场等。
IMG_20240615_091110.pdf dpboss guessing
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART KALYAN CHART
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...❼❷⓿❺❻❷❽❷❼❽ Dpboss Kalyan Satta Matka Guessing Matka Result Main Bazar chart
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night Cover Story - China's Investment Leader - Dr. Alyce SU
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
State of D2C in India: A Logistics Update
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
Recently uploaded (20)
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...
The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...
Enhancing Adoption of AI in Agri-food: Introduction
Enhancing Adoption of AI in Agri-food: Introduction
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Efficient PHP Development Solutions for Dynamic Web Applications
Efficient PHP Development Solutions for Dynamic Web Applications
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
PM Surya Ghar Muft Bijli Yojana: Online Application, Eligibility, Subsidies &...
PM Surya Ghar Muft Bijli Yojana: Online Application, Eligibility, Subsidies &...
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
Cover Story - China's Investment Leader - Dr. Alyce SU
Cover Story - China's Investment Leader - Dr. Alyce SU
Case Discussion: British Airways
- 1. British Airways case DG 6 Albert Endi, Audria Praweswari, Mitsalina Shafwa, Laudita Larissa, Yosua Danny, Karina Aldilla
- 2. Organization Development • The top management of British Airways is committed to the process of change by doing the changing in absent system using swipe-card system. • In order to improve the effectiveness of the organization, British Airways establish the swipe-card system.
- 3. Sense-Making • To acknowledge the advantage and disadvantages, British Airways establish the pilot test in 6 months • Lack of delivering the change in sense-making even if British Airways has a good idea or concept, so there is a misunderstanding in employees perception
- 4. Change Management The change on the technology Manual Swipe card
- 5. Contingency • Development Transition where the leader acts as a coach shared commitment from organizational members. • But the British Airways' stakeholders fail to build the transparency of relationship and it’s affecting workers’ condition in which the respect is declined.
- 6. Processual Processual approach has 5 stages: Problem-sensing Development of concern Understanding of the importance of the problem Planning and acting stage Stabilizing change
- 7. Question 1 The Key Issues: the failure of implementation of swipe card
- 8. Question 2 To avoid the same situation: • Spread the rumors and ask for feedback first • Make the front-liners realize that they are participating in the changing process. • In a complex company, like British Airways, they should have an understandable steps in their management Recommendations: • Communicate the change to all stakeholders to get transparency and understanding among them • Choose the low season, to avoid the negative public perception • Make a steps to change, do not change suddenly
- 9. Question 3 The best way to solve this swipe-card issue is to change the perspective towards it within the management so that both of top management and the labors understand its benefit
- 10. Question 4 The conclusion from this situation is the British Airways should have a better communication