Change Management in British Airways
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Table of Contents
Introduction 3

Context of the change 3

Evaluation of the nature of such changes 4

The change management strategy 5

The challenges and difficulties in implementing such changes 6

Change management model 8

Stakeholders 10

Managerial challenges 11

Overcoming resistance to change 12

Managing change 12

Conclusion 14

Reference 16

Introduction

UK largest international Airline, British Airways, is among the leading airlines in the world, with one of the most extensive route network, running internationally (British Airways, 2010). The income of the airline has been on the increase with the profits for the period between 2007 and 2008 being a total of £8,753, which translated to 3.1% more than the previous period. Throughout its operating years, British Airways has faced different challenges, as it is for all other companies in the industry. During the year 2007, the American economy experienced a crunch due to the bursting of the housing market. This was the beginning part of the 2008 economic crisis, or recession, which had global effects (Åslund, 2010). Like any other industry, the UK airline industry faced a major setback, British Airways being one of the companies and there was a need to implement changes for long company survival. This paper is an analysis of the changes implemented by the British Airways in the period between 2009 and 2011, and the challenges faced by employees and management during the change process.

Context of the change

Organization change is a useful strategy in times of crisis, or when an organization experiences performance gap. There may be other reasons for change but examining a good number of companies and institutions that have instituted wide-ranging changes, one notes that