Introduction:
From a general perspective, change management can be seen as the strategies, procedures and implementation of policies that are activated while an organization is undergoing changes in its structure. Usually, these changes are stimulated by an agenda or circumstance that forces the organization to change, in order to stay competitive, or even merely to survive as can be seen with the case of British Airways between the years 2009-2011.
British Airways is one of the United Kingdom’s largest international scheduled airlines. The airline operates one of the most extensive international airline route networks. Its destination network is spread across 300 destinations worldwide and is a leading and established business in the airline industry, In 2007/08, BA recorded revenues of over £8,753 million, 3.1% up from previous year (British Airways, 2009).
This report looks into the recession that affected Europe in 2008, and the change management strategies and the consequences that resulted from the changes British Airways took in order to survive. This covers the change methods that influenced The British Airways Chief Executive Officer; (CEO) Willie Walsh, to restructure the organization and cut down on its expenses, by taking a look at Walsh’s restructuring program, and how it turned out to be taken negatively especially by the airlines’ cabin crews where a long running of industrial disputes ensued.

Change Management in British Airways:
Change management in this report looks into change kaleidoscope as a theoretical model which aims to study the contextual features of change and is primarily a mechanism for dealing with planned change. In addition, it can also be viewed as a framework that is most appropriate when there is a particular end goal that is to be achieved, and less applicable where change processes are deliberately designed to be open