The Transformation Change in British Airways Case Study

The Transformation Change in British Airways - Case Study Example Divisional al differences were very evident taking into consideration that there were two chairmen, different set of executives, and detached marketing strategies.  Divisional differences were very evident taking into consideration that there were two chairmen, different set of executives, and detached marketing strategies.   2. These were the issues faced by BA in order to survive and to be a competitive player in the airline industry.   In terms of the change order, it can be inferred that the second-order change was implemented as evidenced by their significant reengineering of business focus and strategic direction. Previously, BA was very product-oriented and their main concern was â€Å"flying the British flag†. Their initiative was more on engineering,  and increasing plane routes in Europe. They forgot the critical importance of customers in the equation hence customer dissatisfaction became synonymous with the name BA. In contrast, the new direction taken by L ord John King and Mr. Collin Marshall gave more emphasis on the human aspect of business embodied in the universal term called customer service and satisfaction. These efforts fundamentally altered the way of thinking and doing business in BA.   3. Culture and people played the major levers used to effect the new direction. On the side, systems lever was also re-engineered to put more emphasis on service marketing and reward systems. The important first step was to break the previous product-oriented culture and to infuse the value of customer service as the new way of doing business. Several programs were implemented and very notable was PPF or Putting People First wherein employees were trained to gauge customer service in different perspectives and different settings. This helped employees to be emphatic in implementing the customer service efforts initiated by BA. As an offshoot of this program, several agenda like MPF (Managing People First), A Day in the Life, Brainwaves, To Be the Best, and Awards for Excellence were introduced with the objective of enforcing the significance of customer satisfaction and rewarding those who implement the programs religiously.