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8/2/2019 Strategic and Change Management Assignment
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ASSIGNMENT COVER SHEET
ASSIGNMENT MARK
MODULE NAME: STRATEGIC AND CHANGE MANAGEMENT
PROGRAMME: MASTER OF BUSINESS ADMINISTRATION
SURNAME: SAVVA
FIRST NAMES: CARMEN NATALIE
STUDENT NUMBER: MBA111119
E-MAIL: [email protected]
ALTERNATE E-MAIL ADDRESS: [email protected]
POSTAL ADDRESS: PO BOX 189
SONPARK, 1206
CONTACT NUMBERS: 013 759 0782 (WORK)
0825513100 (MOBILE)
I hereby confirm that the assignment submitted herein is my own original work.
Signature of Student: Carmen Savva Date: 30 August 2011
For office use only:
Date scanned and returned to student: _________________________________
REGENT Business School
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TABLE OF CONTENT
QUESTION PAGE
1.1 Describe the PEST factors effecting BA between the years 1995
– 2000
3
1.2 As a change consultant, what change interventions would you
have implemented to mitigate against the effect of the economic
factors?
6
2.1 The vision of Robert Ayling is an example of a vision gone
wrong. Drawing from the theory of the characteristics of a
vision, provide possible reasons why this vision was not
successful.
8
2.2 Can you design your own vision for BA for the period in
question, which is different from Robert Ayling? Justify your
answer.
9
3.1 Robert Ayling introduced a raft of changes that were extremely
unpopular with staff. Analyse the causes of staff resistance to his
initiatives.
11
3.2 Describe the steps you would have taken in introducing the same
changes in order to obtain minimal resistance to his initiatives.
13
4.1 Why is it important for a manager to understand his / her
organisations environment?
15
4.2 Refer to the sub-heading “Strategy” in the case study and analyse
BA’s strategy under the dimensions: domain sought, strategic
thrusts, differential advantages and the results expected.
17
Bibliography 20
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1.1
Introduction:
“PEST” is an acronym for the environmental scanning process of the external environment -
the variables and factors outside the firm that can impact on the overall performance of the
company.”PEST” refers to the Political, Economic, Socio-cultural and Technological factors
within the environment in which the company performs.
Political Environment (Legal):
BA is the flag (Union Jack) carrier airline of the United Kingdom. Once the most profitable
Western Airline, the gradual deregulation of the industry resulted in increased competition
particularly in the low-cost sector.
The “US – UK open skies” agreement placed pressure on BA who agreed to release some of
their regular routes to American carriers as part of their alliance with American Airways.
In 1996 Robert Ayling, the CEO of BA proposed a virtual merger with American Airlines to
pool flights, resources and revenues. This proposal was blocked by the Europe Competition
Commissioner in an attempt to maintain a competitive balance. In pursuit of their global
strategy BA formed the “OneWorld Alliance” with Canadian Airlines, Cathay Pacific and
Quantas Airlines in 1998.
The ongoing political conflict between countries could result in higher security and insurance
costs to combat the risk of terrorism. Obtaining immunity from antitrust legislation from the
US Government would be a good competitive advantage for BA.
Economic Environment:
The net profit of BA peaked during 1995 but declined rapidly resulting in a net loss by March
2000. This occurred despite various cost saving initiatives.
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Various factors affected the profitability of BA.
Financial:
o The strong pound, high inflation rate, general recessions and overcapacity
reduced the demand for air travel;
o The rising fuel price increased prices and lowered demand;
o The exposure to the Yen loan and the weak dollar revenues had an adverse
effect;
o Due to the Asian economic crisis the demand for flights in this region
decreased.
Wages:
o The increased staff compliment resulted in a high salary bill, placing pressure
on margins;
o BA attempted to reduce labour costs by recruiting newly hired employees at
lower salaries to replace existing staff;
o Strike action cost the company millions and affected employee morale.
Competition and alliances:
o The gradual deregulation resulted in an increased number of carriers;
o BA formed the “OneWorld” alliance to compete more effectively with their
rival “Star Alliance”.
Market capitalisation and Share prices:
o BA’s market capitalisation dropped from £7.6 billion to £3.2 billion;
o The share value dropped by almost 50% between May 1998 and January 1999;
o Return on Capital reduced from a staggering 8.04% in 1991 to 0.05% in 1999.
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Socio-cultural environment:
BA received negative publicity following the “dirty tricks” court case lost against Virgin
Airlines adversely affected their public image. The press focussed on their strained staff
relations resulting in a significant loss in clientele who went elsewhere.
According to Newton (2000) air travel has a major impact on the environment and BA
formed the Sustainable Business Unit with the aim of integrating environmental and social
issues into business decisions. The focus areas included: noise; emissions and fuel efficiency;
waste, water and materials; congestion; tourism and conservation.
Newton also refers to the re-launched Code of Conduct during 2000 addressing people
relationships; a fair deal for customers; impact on employment, working conditions and
human rights; Citizenship – to partner with the communities in which they work and not at
their expense.
Technological environment:
BA has to keep track of technological developments in the field of e-commerce and aircraft
manufacturing in order to maintain their competitive advantage. The implementation of the
smaller Boeing 777s on a reorganised route aimed to focus on their identified market niche
and reduce unnecessary capacity over a period.
A key issue would be the extent to which technological advancement such as the use of
internet for online ticket sales is implemented. Cost synergies from industry consolidation
(eg. virtual merger) can offset upward pressure on prices and costs.
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1.2
Introduction:
In 1996 Robert Ayling was appointed as CEO of BA. Things started deteriorating despite the
fact that he continued with many programs implemented successfully by his predecessors.
He had a sound vision and strategy for the company being that of long-term growth by
maximising profit, reducing costs and focussing on high profit market segments. BA’s
Chairman Marshall implied that Ayling was not the right man to execute it.
A change agent could facilitate some changes to help deal more effectively with the
economic challenges facing BA. It is not easy to implement changes and they are often met
with resistance by staff.
Leadership:
Ayling had a directive leadership style and followed a “top-down” approach. He didn’t have
the support of the staff and the deteriorating service was a direct reflection of the decrease in
staff morale. A Change Management Consultant should work with Ayling to improve
communication and adopt a more participating management style. Alternatively a
recommendation should be made to the Board to have him replaced by a person more suited
to that leadership style.
Workforce:
Many new competitors emerged using pricing strategies to gain market share. BA reacted by
sourcing new alliances and reducing labour costs by recruiting new staff at a lower salary to
replace existing staff. Remuneration packages were restructured and staff felt cheated and
insecure. Ayling focussed on cost saving, growth and profit but neglected to consider how
the staff felt resulting in a lot of resistance and the costly strike.
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Lewin’s model of change:
Change in an organisation occurs in three stages namely “unfreezing”, “movement” and
“refreezing”.
Unfreezing:
Ayling implemented “downsizing of the workforce” in an attempt to restructure the
organisation and reduce the number of staff. There were fewer hierarchical levels and
managers had more autonomy to make decisions which could lead to improved operational
efficiency. The focus moved to marketing and customer service. According to Goodstein and
Burke (1991:4-17) BA introduced training programs such as “Putting People First” and
“Managing People First” to help line workers and managers to understand the nature of the
airline industry services.
Movement:
BA must develop tactics and programs to filter Aylings’ vision throughout the company right
down to lower level employees. Some internal systems need to be addressed such as the
communication in general as well as training policies to educate staff to gain their support.
Bonus systems could also be implemented to motivate them. Focus on recruitment and
placement of suitable staff that will “fit” in to what BA want to achieve.
Refreezing Stage:
It is easy for staff to regress and fall back into old ways. Staff should be incentivised for
exceptional client service and innovative ideas to re-enforce this new behaviour and support
the culture.
The above changes will lead to improved client service and will in conjunction with a
thorough marketing strategy attract the passengers back to BA. Increased passenger numbers
will result in higher turnover and improved profits. Most economic indicators within the
control of BA will improve if the staff morale and customer service is addressed. Staff
commitment to quality service and cost control is as important as focussing on growth.
Employees can play a vital role in generating cost saving ideas and adjust their actions to be
more cost effective and efficient.
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2.1.
“Long -term growth by maximising profit, reducing costs and focussing on high profit
market segments.”
Bob Ayling, CEO of BA between 1996 and 2000 had great strategies and ideas for change.
He said: “We cannot afford to stand still. We have to maintain our lead through even greater
innovation, so we offer outstanding products and a quality of service that people will alter
their travel plans to enjoy.”(CAP Online: BA’s new identity). The manner in which he tried
to achieve these objectives did not enjoy the support of those around him inevitably leading
to failure. In 1997 BA launched a new corporate identity, involving a £6 billion
improvement programme and a new strategic direction. A clear vision will assist indifferentiating BA from its competitors.
A vision can only become a reality through action. Without the enthusiasm, buy in and
support of his staff, the vision of BA was merely a platitude and statement of the obvious. A
successful vision is dependent on tactics and programs being implemented to bring the vision
of the top management level to the bottom line employees throughout the organisation. The
vision defines the boundaries of the organisation.
At BA the employees did not share Aylings’ vision as what he wanted to achieve and how he
wanted to achieve it was never clearly communicated to them. An effective vision will help
employees to understand the bigger picture, create an understanding and build commitment
towards the achievement of a super ordinate goal. A vision statement has the potential to
motivate employees. Under Aylings’ tenure at BA this was not the case as he had an
authoritative, impersonal leadership style with little regard for how the staff felt. Judging by
the success of his predecessors, a more participative management style would have suited theorganisational culture better.
The insensitive top down approach followed by Ayling antagonised his employees. The
downsizing policy was one sided and not implemented with compassion.
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2.2
Every person important, every interaction a “moment of magic”, every year better.
The above vision statement would be ideal for BA during the 1995 – 2000 period. A vision
must tell a story and have the power to motivate the staff.
“Every person” includes all stakeholders such as staff, customers, suppliers and
shareholders. Everybody is important and contributes to the success of the company.
“Every interaction” refers to all activities between internal parties as well as external
parties. The activity the person is busy with should be what they are focussing on.
Strive to make this moment memorable.
“Every year better” refers to the company financial results in terms of market share
and profitability. If a company is successful, this is often passed on to the staff via
increases and bonuses. Staff will also have a sense of security being associated with a
successful company.
The airline industry is a service industry and only the customer service together with the
pricing strategy could differentiate BA from the many competitors. It is about customer
retention in a very competitive market. Staff have the sole responsibility for customer
service.
Client service is a core value built into any business in the service industry. If implemented
correctly, this vision could produce change in employee attitudes enhancing the purpose of
the “Putting people first” campaign launched by BA. This vision is uncomplicated and could
pull the entire organisation in the desired direction of growing the business. The vision
reflects the aspiration of all stakeholders:
Employees – most people have an inherent need to be appreciated and recognised and
therefore employees will strive to render the best possible service to the customer.
Nothing must be too much. Employees must strive to create the “moment of magic”
for every person that they deal with.
Customer – a customer enjoys the experience of being treated like the most important
person in the world. During the exchange, he / she should receive the undivided
attention of the employee.
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Shareholders - a happy customer will come back and often also tell friends and family
about the service received and this could lead to increased passenger levels.
The vision proposed above can have a positive effect on all key performance areas of BA.
Human Resources:
Staff will be working in a positive environment and strive to excel at service delivery.
Success in this area could result in lower absenteeism and fewer resignations. Staff are
generally more productive when they enjoy their job and this could have an effect on the
operational costs of the company as they would work smarter and focus on cost saving
initiatives.
Client Services:
Clients tend to be loyal to companies where they have a pleasant experience and they feel that
they are getting value for their money. These clients will return resulting in customer
retention if not growth.
Financial Impact:
This is the most important aspect as it is the reason that most companies exist. A stable
workforce and returning customers is what is needed to ensure success in this market.
The proposed vision is emotionally inspiring and easy to commit to. It should become part of
the company’s day-to-day activities and culture.
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3.1
Introduction:
According to Kotter and Cohen (2002): “Organizations change when their people change.”
The changes proposed and implemented by Robert Ayling were not unrealistic and had been
carried out with great success by his predecessor, Lord Marshall.
Despite the “Business Efficiency Program” introduced by Ayling, whereby the company was
saving millions due to cost saving initiatives, the financial position of the company continued
to deteriorate. Robert Ayling had no regard for any of the important interventions required to
reduce the resistance to change.
Some of the causes of the resistance to the proposed changes demonstrated by staff include:
Education and communication: Staff must be aware of the reasoning behind and
implications of the proposed changes. They must understand why it is happening and
what is expected of them.
Participation: Employees should be involved in identifying the problem as well as be
empowered to propose some solutions.
Facilitation and support: Supervisors and other role players should help employees to
come to terms with the proposed changes and guide them with the necessary adaption
in attitudes and behaviour that will support the end goal. Low level supervisors who
are in touch with ground level staff are often the best people to communicate and
facilitate change.
Negotiations: Discussions between all role players should occur to ensure that
everybody understands the situation and are on board to ensure the success of the
implementation.
Security: There were many structural changes at BA that were not communicated to
the staff. Staff were insecure about their jobs as the management team had been
streamlined and it was evident that Ayling was attempting to cut overheads. As salary
costs are one of the greatest expenses for a company it is an obvious deduction to
make that “they could be next”. The policy of restructuring, pay-freezes, job cuts and
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out-sourcing threatened the livelihood of the staff reducing staff morale and
commitment.
Economic factors: Staff would have been aware of the economic downturn facing the
country, as well as the increased competition in the airline industry.
Fear of the unknown: Ayling went out of his way to get the message across that the
“new” BA overhaul was a top-down process. He had a high-level streamlining
approach with little regard as to how it affected staff. This left staff in the dark.
Selective information processing: Not much official communication came down from
Ayling. The “grapevine” played a huge role and staff often received inaccurate
information, out of context, leading to incorrect deductions being made.
The staff had no trust in Aylings leadership. He had a strong financial focus on restoring the
profitability of the company. He paid no attention to providing what the customer wanted,
ensuring that the routes offered fit the market in the price and offering and lost a lot of
customers to competitors.
The declining staff morale lead to strikes and further loss in clientele due to poor service.
Ayling should have taken the time to explain the challenges facing the company to all staff.
This communication should have been open and candid leaving staff with the clearunderstanding of why there would be some retrenchments and changes to overall operations
in terms of routes and changes in the fleet. Staff could have been empowered to make
informed decisions regarding their careers and taken ownership of the problem. The
employee opinion survey proved that people were proud to work for the company and
therefore would probably have gone the “extra mile” to get the company through these
difficult times. There was no communication, so they were not on board and were detached.
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3.2.
To effect the changes proposed by Ayling a different approach could have been taken.
Continue building on the successful corporate culture that was in place during the reign of
Lord Marshall, whose customer service and training focus had a “feel good” approach.
Remain focussed on financial controls and strengthen relationships with employees, creditors
and suppliers. Take steps to improve performance by creating various incentive schemes to
motivate staff, control costs and increase earnings by focussing on lucrative routes and
eliminating less profitable flights.
The focus can’t just be on cost cutting init iatives. Staff, marketing, the actual product offered
as well as customer service are all focus areas. Concentrate on improved service such as on
time departures and arrivals, baggage security and staff going the extra mile for customers so
that people would want to fly BA. Amend the relationship with travel agents and re-establish
fair commissions so that they could actively market BA again.
The initiative of using various world images on the tail of the aircrafts could have been
implemented with great success given the fact that 80% of the BA passengers were foreign
travellers. A marketing campaign actively positioning BA as an international player in the
airline industry should have been launched. This is an initiative that all Europeans could
have been very proud of if the correct message was conveyed. Their National asset could
have conveyed the visual message that “we are global”.
Open and honest feedback to the staff regarding the financial challenges facing the company
in an attempt to get the staff to have a clear understanding of the reasoning behind what was
happening. Strive to get staff to understand the situation and gain their trust so that
everybody could work together as a team to get the company through these tough times.
Employees should be equipped and empowered to take initiative and responsibility to
perform their jobs effectively.
Performance incentives would be payable to all staff because in the words of Gordon Bethune
(1999) “everyone in the company is like part of a watch. All parts need to work together...”.
He also places emphasis on teamwork, keeping open lines of communication, promoting
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predictability and using measurement to help guide management since “what gets measured
is what gets managed”. (Gordon Bethune, chair man and CEO of Continental Airlines).
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4.1.
Introduction:
The organisation and the environment in which it operates are interdependent. Organisations
require resources from the environment in which they function.
The business environment refers to both the internal and the external factors that impact on
the operations of the organisation. According to Cronje, Du Toit, Marais and Motlala (2003:
87) there are three distinct environments.
Micro environment:
Variables such as corporate goals, functions of management and the resources of the
company are under the direct control of the management and make up the micro
environment. Managers must be abreast of changes and continually adapt to ensure they align
themselves with the changing environment and remain competitive.
Market environment:
This environment is encountered directly outside the organisation and determines the nature
and strength of the competition.
Managers must understand their market. Who their customers are and what they want. They
must always be one step ahead of their competitors. They must know who their competitors
are and be aware of any potential new entrants to ensure that they position themselves well.
They should focus on relationships with suppliers and intermediaries thereby ensuring they
always get the best deal and are regarded as the airline of choice.
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Macro environment:
There are six distinct sub environments within the macro-environment. (Cronje et al p 87).
Technological environment which continuously brings change and innovations;
Economic environment where inflation, exchange rates, recession and monetary and
fiscal policy play a role;
Social environment includes consumer lifestyle, habits and values. This is the market
served and preferences and demands must be catered for to ensure survival;
Physical environment refers to the infrastructure around the company (transportation
– roads, airports, harbours etc.) as well as natural resources including minerals, fauna
and flora;
Institutional environment with the government and its political and legislative
involvement as its main component;
International environment where local and foreign politics affect the business
environment as well as the market environment.
These all have an impact on the management of a company but are not under the control of
management.
A SWOT analysis can be used to isolate key issues and facilitate a strategic approach to
dealing with them. It assists in identifying internal Strengths and Weaknesses. It also helps
an organisation to identify opportunities and counteracting threats in the external
environment.
The PEST analysis where the Political (Legal), Economic, Socio-cultural and Technological
environment are analysed and the impact thereof is planned for is also helpful when makingdecisions as all of these factors could have an influence on the success of the company.
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4.2
Introduction:
The aviation industry is gradually evolving. The industry is in serious need of restructuring
and consolidation so that airlines can remain competitive and sustainable.
Domain sought:
Robert Ayling wanted to differentiate BA from other carriers, including low-cost, “no frills”
carriers, by focussing on the high profit niche market segments such as intercontinental routes
and premium passengers in business and first class.
Business travellers tend to be more demanding than leisure travellers who are generally not
too pressured for time. Costa (2002: 89) stated that trying to appeal to widely different
customer needs runs counter to the overall trend in service industries, in which distinctive
approaches, tailored to different customers, have generally come to dominate.
Strategic thrust:
Ayling reduced investment in local economy seats as the rising “no frills” airlines placed
pressure on these prices reducing the profitability in this market.
Between 1997 and 2000 BA planned to introduce 43 new aircrafts and announced a modified
premium travel strategy. They planned to use smaller planes on reorganised routes that
would cut capacity by 12% over three years. Their intention was to cut costs and maximise
the number of club and first class travellers, who were generally willing to pay a premium
ensuring increased passenger yields.
BA also ensured that they employed the right people and invested in their training to enhance
customer service, striving to make the flight as effortless and pleasant as possible. There
was a focus on improving convenience by increasing their online bookings from the less than
1%.
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BA has a large network and strongly unionised workforces resulting in many challenges.
Merger possibilities were limited by competition regulation. The ability of international
expansion is hindered by foreign ownership restrictions. According to Buckley (2002)
foreigners cannot own more than 49% of a national airline in Europe.
Differential advantages:
BA implemented numerous innovative ideas to set it apart from its competitors in the
industry. The focus was on the quality of the products offered with the view that these
differentiated value added services that customers preferred could be provided at premium
prices. Some of these initiatives include their Airport lounges where passengers have access
to drinks, internet and upmarket bathroom facilities including showers to freshen up in thearrival lounges.
Ayling introduced a number of customer focused schemes aimed at improved customer
service. To differentiate the brand he initiated the “Sustainable Business Unit” focussing on
the impact of aviation on the environment. This campaign appeals to customers who feel that
BA is acting responsibly by looking after the world we live in.
BA enhanced their in-flight comforts to distinguish between full-fare business travellers and
others preferring to fly on discounted fares. BA was the first airline to offer a completely flat
bed in business class on long haul routes. In certain classes in flight entertainment is
delivered by personal video screens and audio channels verses overhead screens in other
classes. Food quality, leg room and the inclination of the seats distinguished premium
passengers from low fare passengers. BA could provide for various niche markets on the
same flight improving economies of scale. This approach ensured that they could increase
their market share by catering for the different demands of travellers.
Expected results:
The differentiated product and service approach ensures customer satisfaction through a
sustainable competitive advantage. BA focussed on the value that could generate a
comparatively higher price and improved margins. Specific markets were targeted focussing
on diversified needs potentially generating a higher than average price.
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Innovations necessitate additional costs that are offset by the additional revenue generated by
sales. Ensure that the changes in the network and the fleet do not increase operating costs.
Word count: 4 067
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BIBLIOGRAPHY
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