JetBlue was founded in 1998 with the goal of bringing humanity back to air travel. It initially operated routes between New York City and destinations in the Caribbean and New England. To address operational issues like customer service problems and employee dissatisfaction, JetBlue partnered with an organizational development consulting firm to assess and improve its organizational culture. They used a survey tool to monitor changes in the culture over time in areas like adaptability, mission, consistency, and employee involvement. The project helped create a more positive work environment and efficient communications to reduce flight delays.

1. BY :
ZULFADLI OTHMAN
MESNAN SUPA’AD
NAJMINA MD ISA

4. MOTTO : “TO BRING HUMANITY
BACK TO AIR TRAVEL”
 JetBlue was incorporated in Delaware
(August 1998)
 Founded by David Neeleman in February
1999 under the name “NewAir”.
 Southwest’s approach : low-cost travel, in-
flight entertainment, TV on every seat &
satellite radio.

5. ROUTE OPPORTURNITIES
JetBlue make record profit
with new additional route
opportunities
2004-N Y City to Dominican Republic,
Bahamas
2005- NY City to JFK- Boston ‘s Logan Airport
2006- NY City to Westchester, Bermuda
Aruba

7. SOC- System Operations Centre
 Comprised of 5 teams (Maintenance Control, System
Control, Crew Services & BlueWatch-security)
 By fostering an environment that puts crewmembers
first had bring them problems:-
 Bad customer services
 Disgruntled employees
 Other problems:-
 Main competitors
 Culture shift
 Outdated processes

8. Cont…
 Organizational Changes
 Turnover in leadership
 Expansion into international markets
 Increased no. of departures
 Introduction of a new fleet type
 External Pressures
 Bankruptcy
 Increased fuel prices
 Increasing number of low-cost carrier

9. Flight Selected

10. Percentage of Flight Diverted

12.  Partnership between SOC and OD team
 OD team
 Denison Consulting, LLC
 JetBlue University (airline’s centralized learning group)
 Denison Consulting LLC founded by Daniel R.
Denison, PhD & William S. Neale M.A
 Headquartered in Ann Arbor, Michigan, San Diego,
Shanghai and Zurich.
 Developed a research-based model and tools to
improve organizational performance by improving
corporate culture and leadership.

13. Project Overview

15.  OD consultant met regularly with SOC leadership
team to educate about role of leadership and develop
strategies.
 “Walk the talk” in order to capture the hearts & minds
of crewmembers and bring credibility to the effort.
 Weekly action planning meeting.
 “Roundtable” to get frontline crewmembers – real-
involved in the charge process.
 The Directors took turn facilitating the meeting,
symbolizing their buy-in and commitment to the
initiative.

16. After the weekly sessions, action plans
created based on 5 KEY THEMES
1. Goals and Objectives
2. Crewmember Development
3. Customer Focus
4. Willingness to Change
5. Guidelines

18.  Created a positive atmosphere in the working meeting
 Met the needs of the SOC crewmembers
 Follow-up with Denison Survey - 6 month after the
launch of the project.
 DOCCMS allows organizations to monitor progress
using 4 indexes.
 ADAPTABILITY
 MISSION
 CONSISTENCY
 INVOLVEMENT

19. Denison Organizational Culture
Change Monitor Survey (DOCCMS)

20. Comments from crewmembers

21. JetBlue Growth 2000-2008

22. Incremental OTA Flight Traffic

24.  JetBlue plans to continue their work with DOCCMS.
 Use the survey annually to assess strengths &
weaknesses.
 OD consultant set the foundation
 Delegating key tasks to stakeholders
 Having clear sponsorship
 Accountable leaders
 Creating high performing culture
 Possibility of late-arriving aircraft is avoided because
the SOC communicate to each other efficient, effective
manner.