business exercise and need support to help me learn.
I have attached instructions for paper as well as pt 1 of paper for reference.
Requirements: as long as required
Airline Image analysis
Week 3: Milestone 1: Change Analysis Paper
September 15, 2023
Airline Image analysis
Aviation is known for its resilience and adaptability to changing economic, regulatory, and environmental situations. Airlines have challenges that need strategic modifications and aggressive change management to succeed long-term. We examine Delta Air Lines and Southwest Airlines, two industry leaders noted for their innovative approaches to change in the face of unique issues. Delta Air Lines declared bankruptcy in 2005 due to increasing fuel costs, severe competition, and challenging labor talks. Delta, led by CEO Gerald Grinstein, utilized navigator, translator, and coach analogies to recover financially. Delta recovered in 2007 and resumed flights. Southwest Airlines, known for its great customer service, was threatened when COVID-19 spread over the globe (Fontanet-Pérez et al., 2022). CEO Gary Kelly took over an industry in distress that changed it. Southwest swiftly adjusted its approach to accommodate for the epidemic’s unexpected winds by using translator, navigator, and coach analogies. The Paper will compare Delta Air Lines with Southwest Airlines’ life-changing client experiences, with the aim to study how airlines handle change by evaluating their visuals, communication strategies, and outcomes. Nonetheless address the similarities between these firms’ CEOs and their most successful transformation images.
Challenges in the Wake of COVID-19
The advent of the COVID-19 pandemic presented unprecedented problems for Southwest Airlines and the whole global aviation business. A deliberate approach was required to safeguard the airline’s survival and resilience in the face of uncertainty due to the pandemic’s quick spread and significant effect on air traffic (Hoffman & Hunger, 2013). As the airline sector is crippled by coronavirus lockdowns, Southwest Airlines lost $94 million in the first quarter as sales dropped roughly 18 percent from a year earlier to $3.8 billion and it negotiated a contract with Boeing.
Change Management under CEO Gary Kelly
During the pandemic, Southwest Airlines faced dynamic conditions, and CEO Gary Kelly had a crucial role in guiding the carrier through these challenging periods. The individual’s leadership style was characterized by a notable degree of flexibility and the effective application of crucial change management tactics.
Images of Change Analysis
Southwest Airlines employed an interpretative image early on in the epidemic as part of their change management strategy. The airline understood that effective communication with its customers, employees, and other stakeholders was of the highest importance. Clarifying and outlining new safety procedures and providing transparent arguments for schedule adjustments were also part of the change management approach.
The image of the navigator was crucial as Southwest Airlines made smart shifts to weather the storm. Passenger demand and flight schedules were both significantly affected by the outbreak. The airline refocused its efforts to account for these changes (Hoffman & Hunger, 2013). To do so, they made strategic changes to its route network in response to shifting passenger demand and market conditions, such as increasing their emphasis on cargo operations, which saw a surge in popularity during the epidemic.
The coach image was central to Southwest Airlines’ approach to change management during the difficult time of uncertainty caused by the epidemic. The company’s leadership understood they needed to reassure workers who were feeling quite insecure about their future in their current positions. During these challenging times, Southwest Airlines has stressed the importance of its personnel as a competitive advantage and source of resilience.
Outcome and Ongoing Evolution
The COVID-19 pandemic’s long-term effects on Southwest Airlines are still being written. Southwest Airlines has shown extraordinary flexibility and toughness as of the most recent knowledge update in September 2021. The airline’s commitment to its customers and its financial security helped it preserve a solid image. This set it up as a possible starting point for a comeback and proved the efficacy of its change management practices in the midst of a worldwide crisis.
Delta Air Lines
Even with its long history and prominence in the airline business, Delta Air Lines was on the verge of collapse when it filed for Chapter 11 bankruptcy in September 2005. Multiple reasons, including rising fuel costs, intense market rivalry, and complicated labor concerns, contributed to the airline’s financial difficulties. To guarantee the company’s continued success, a thorough and strategic reaction is required at this critical juncture.
Change Management under CEO Gerald Grinstein
Delta, under the direction of CEO Gerald Grinstein, set out on a long and difficult change management process to reorganize the corporation, cut expenses, renegotiate labour agreements, and deal with its massive debt. The ultimate goal was to reclaim market share and ensure long-term viability in the ultracompetitive airline business.
Images of Change Analysis
Delta Air Lines made the navigator image a cornerstone of their change management approach. This graphic stressed the need of a well-defined strategic strategy to navigate the firm through the difficult terrain of bankruptcy (Thomas, 2015). From route alterations to operational changes, difficult choices were taken to restructure the company’s future, all with the goal of assuring the airline’s long-term sustainability.
The need of open and honest communication in Delta’s approach to change management became apparent early on. The bankruptcy case affected many parties, including workers, labor unions, investors, and passengers; the translator symbol was useful in communicating with these groups about the grounds for the filing. To win support and create consensus on the need of change, open dialogue was crucial.
Despite the difficulties of the restructuring process, the image of the coach remained steady. Delta Air Lines’ upper management understood that amid these times of upheaval, it was crucial to encourage and inspire their workforce without faltering. The goal of this strategy was to keep employees enthusiastic, dedicated, and focused while they met the difficulties of change head-on..
In April of 2007, Delta Air Lines was able to effectively emerge from bankruptcy under Chapter 11. The firm was successful in regaining its financial stability after it meticulously restructured its business and maintained its emphasis on doing so. It was a spectacular recovery from the brink of bankruptcy to one of the most financially healthy carriers in the business because to Delta’s transformation during this time period, which positioned it as one of the most financially stable carriers in the industry (Thomas, 2015).
Southwest Airlines and Delta Air Lines’ adaptability is better understood via various change photos. Southwest Airlines implemented several change pictures to overcome the COVID-19 pandemic. In particular, it used the Navigator to reorganize its operations strategically and the Coach to rally its staff in times of need. Southwest’s resilience stemmed from its Interpreter and Nurturer images, which promoted open conversation and stakeholder satisfaction. In 2005, Delta Air Lines faced bankruptcy and emphasized authoritative decision-making and strategic reconstruction, as illustrated by the Director and Navigator images. It became the Caretaker to preserve its legacy and the Coach to motivate personnel through a challenging restructuring. Delta gained support and agreement from many parties due to its consistent communication. Both airlines were forced to adapt due to global pandemics or economic downturns. Though they shared some ground, their techniques showed distinct priorities. Southwest promoted resilience via flexibility and employee-centric assistance, whereas Delta promoted authoritative decision-making and cultural preservation. Unintended consequences might include stakeholder opposition due to top-down decision making, hasty changes, or overfocus on their welfare.
Fontanet-Pérez, P., Vázquez, X.H. and Carou, D. (2022) ‘The impact of the COVID-19 crisis on the US airline market: Are current business models equipped for upcoming changes in the Air Transport Sector?’, Case Studies on Transport Policy, 10(1), pp. 647–656. doi:10.1016/j.cstp.2022.01.025.
Hoffman, A.N. and Hunger, J.D. (2013) Delta Air Lines (2012): Navigating an uncertain environment [Preprint]. doi:10.4135/9781526429162.
Southwest lost $3.1 billion in 2020 as Covid-19 Hammered Travel (no date) Yahoo! Finance. Available at: https://finance.yahoo.com/news/covid-19-flew-southwest-to-a-31-billion-loss-last-year-124502169.html (Accessed: 18 September 2023).
Thomas, M. (2015) ‘Strategic principles at Southwest Airlines’, Strategic Direction, 31(8), pp. 10–12. doi:10.1108/sd-03-2015-0047.
Determining the Change (Milestone 2)
Select a diagnostic model that you can utilize to review aspects of change activities and actions that have been taken by the companies chosen. For this analysis, we are looking at the parts of the companies as well as their strategies, as surmised by your earlier research. It is acknowledged that this information will not be complete as you are looking at these companies as an outsider, but a thoroughly researched paper will give enough data to allow some well-defended assumptions on your part.
Here’s what to do.
Select one diagnostic model (i.e., 6-box, 7S, congruence, or one of the others) to apply to the two chosen companies. Choose the model that you feel best identifies and measures the relevant aspects of the organization’s performance.
Apply the data obtained in your research through an analysis of the appropriate chosen model. This will allow you to create a diagnosis of where each company is today (as per the criteria of the model).
Create a SWOT analysis for each of the two chosen companies’ change plans and programs, utilizing information obtained in the diagnosis (strengths, weaknesses, opportunities, and threats).
Compare the two company analyses to each other and offer your perspective (value judgment) of the effectiveness of the changes made to date in each case.
Identify potential areas of resistance that may occur and at least one strategy to respond to each. (This will most likely come from your weaknesses and threats section of your SWOT. If not, take another look at your SWOT.)
Make recommendations for further actions within the organizations and the rationale chosen for these recommendations.
Write the paper, including each of the above sections and analyses.