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Diagnosis of Change

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Diagnosing the Change

Six-box organizational model: The six-box model is a framework developed by the American analyst Marvin Weisbord to assess the functioning of organizations. It is a generic framework and is intended for use across a wide variety of organizations. It is based mainly on the techniques and assumptions of the field of organizational development. The six-box model is comprised of the following components:

1. Purposes: What 'businesses' are we in? 2. Structure: How do we divide up the work? 3. Relationships: How do we manage conflict (coordinate) among people? With our technologies? 4. Rewards: Is there an incentive for doing all that needs doing? 5. Leadership: Is someone keeping the boxes in balance? 6. Helpful mechanisms: Have we adequate coordinating technologies? This model is useful to maintain awareness of all areas for consideration even though one variable may be identified as the main area for attention. I chose this model because I believe that both organizations used these components while trying to implement technical changes within their organizations. Both JetBlue and WestJet knew that the airline business was very competitive and in order to stay relevant, and better serve their customer base, they would need to upgrade the current reservation system they used. Due to JetBlue and WestJet’s growth, it was hard for the outdated system to perform. Sabre Holdings is one of the most widely used airline IT providers, so both JetBlue and WestJet decided they would be the best option for implementing the new system. WestJet was the first out of the two to implement this change and found out first hand that building a working relationship with the engineers from Sabre would have been essential in question asking in order to ensure that both parties are on the same page and WestJet gets exactly what is needed. Both companies will reward consumers with great customer service and easy online booking. The leadership within both organizations varies a little. You have one group of leaders who were ready to change an older system to a newer one in order to benefit consumers for their loyalty. Then you have another who made sure to read between the lines when weighing out all pro’s and con’s on whether this adjustment should be implemented. Because JetBlue took time to see what could go wrong, they fared well. I believe both organizations had adequate coordinating technologies, but JetBlue used it better then WestJet. JetBlue paid attention to what went wrong with WestJet and made sure to not make the same mistakes. They made sure to ask the hard questions so eliminating the risk would be a more concise process.

SWOT ANALYSIS:

Strength Weakness Opportunities

Both companies needed to upgrade their reservation systems. They both started out with a system that was designed for smaller airline entities. Since both companies had grown in customer base, they needed to focus on the processing power of the system. The ability to link prices and seat inventories to other airlines they did business with was needed also. I liked the way both companies recongnized that due to growth in their customer base, they needed to upgrade their reservation systems in order to keep up with the customer base whie continuing to provide the great customer service that their consumers are used too. This proved to be difficult for WestJet in the beginning due to improper planning. Initially, I figured, maybe it was just the chance they took being the first of the two to put the system into operation. However, when comparing the two organizations and observing the way they planned for the risks involved, shows that JetBlue was the better of the two organizations at planning for the unknown and antisipated. The WestJet website crashed repeatedly, and the customer call center was bum-rushed with calls from customers. The company also experienced slowdowns at the airport. This company’s rise to success was due to customer satisfaction and at the time of roll out of the new system, customer satisfaction was rapidly declining. The issue that caused WestJet to endure all of these problems was the transfer of 840,000 files that contained data on transactions that past customers had made. The transfer time required moving the files were underestimated; too many passengers were booked on flights for the day after the system implement which allowed no room for error. Hundreds of thousands of reservations for future flights were not accessible during the migration of the file system and for some time after implementation. Because WestJet didn’t a lot enough time for the transfer of files to takes place, it cause severe issue’s that they had fix on the backend. This cause great customer displeasure. JetBlue did just the opposite, they made sure to create a backup site for this issue which saved them from a lot of glithches in the system. Potential areas of resistance that may occur within both companies would likely be the employees that are not willing to learn or have issues with the implementation of the new system. The employees will have to go through many training hours to learn how the new system works. Some my feel as if the old system worked better then the new one. Others may have a hard time getting adjusted to the chnages within the new system. One strategy that would combat against this happening is before and during development of the new system employees be consulted to see what may be useful to keep and what they would like to see as features within the system. This will make the employees feel as if the program is taylored to their needs and make them feel their opinoin is valued. This would aid in them really wanting to work hard to learn the system because they had an active role in helping create it. In the future, I would recommend both organizations taking more time to research the implementations that they are making within their systems. They should see what other organizations have went through this same change and what they experienced both positive and negative. They should also use “what if” senerios to try and assess all risks associated with the change.

References
Susan Carey, “Two Paths to Software Upgrade,” The Wall Street Journal, April 13, 2010

“JetBlue Selects SabreSonic CSS for revenue and Operational Systems,” Shepard.com, February 17, 2009

Evans, B. (2010, April 16). Global CIO: WestJet's IT Nightmare And The Power Of Customers -. Retrieved from http://www.informationweek.com/global-cio/interviews/global-cio-westjets-it-nightmare-and-the/224400478

Bomkamp, S. (2010, February 5). JetBlue: Reservation system switch going well - USATODAY.com. Retrieved from http://usatoday30.usatoday.com/travel/flights/2010-02-05-jetblue-reservations_N.htm

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