The project seeks to bring forth the cultural change process that was initiated and executed in British Airways. This was primarily because of the dramatic decline in its performance since the 1980s. This was also coupled with a falling image in the minds of customers…
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The project begins with the description of the type of change that was brought about in the organization highlighting on the different forces for change. The British Airways have recently embarked on a cultural change program with the focus of transforming the organization into one where innovation, customer focus, and growth would account for the major defining qualities of the organization. The organization has demonstrated immense inefficiency since 1979 arising out of its culture and history. Even though British Airways was to be controlled by the board, the bodies operated autonomously and were least integrated in practice. This was one of the major reasons why there were inefficiencies in operations which became a predominant backlog in the company’s culture and organizational efficiencies. This called for a reorientation program for uplifting and reinforcing the operational culture through the removal of the ever increasing inefficiencies. The cultural change program was based on the following five main themes:
Performance- Creation of a performance based culture;
Colleagues: Engaging workers and employees in British Airways for transforming BA into a high performing workplace,
Customers: Focusing all the people in the organization to deliver consistent service to customers;
Partnerships: The development and maintenance of world class partnerships with the key internal and external stakeholders of the organization; and
Operational efficiency: Driving for continuous improvement both for the short and the long term.
(British Airways, “A new change programme”).
Forces for Change in British Airways
Suppliers: The procurement team of the company has recorded and measured risks across the important suppliers. It has presently identified more than 25 numbers of suppliers who, if they ceased to trade with, would lead to the creation of severe operational difficulties. This called for the need to
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