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  • Tom Bird Ken Saxon

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  • And It All Started with a Car Wash Petrobras Corruption Scheme

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    In 1990 I started working for British Airways. I worked with a team of people who knew my previous employer – Lufthansa – inside out. Lufthansa was a big German carrier, but they didn’t like the way things were being done in BA. They didn’t want to lose 50% of revenue in my last year. The Lufthansa management felt that the BA culture of “We have got to take it as it comes” was holding back a good business. I wanted to

    Financial Analysis

    British Airways’ (BA) finance teams began working in 1990 with the ambition of “change”. We knew that BA had an aging fleet and needed to increase their market share to survive. As a result, we undertook a thorough cultural analysis to identify the root causes of poor behaviour, which we then tackled. This included changing the culture from ‘telling’ to ‘learning’, and transforming how people thought about and talked about the company and its mission, to create a culture of innovation and growth. i thought about this B

    Porters Model Analysis

    British Airways faced a massive crisis in 1990 when its management adopted the Porters Five Forces approach to strategic planning. The company faced intense competition from established competitors, such as TUI Airlines. BA faced a situation in which consumers had the freedom to choose from a plethora of airlines. At the same time, there was a shortage of flight crews, which meant that airlines could not operate their schedules in the best interest of consumers. The strategy’s effectiveness was determined by