British Airways

In: Business and Management

Submitted By Puckamt
Words 676
Pages 3
In the IVEY British Airways case study, Mark Dunkerley has several constraints to contend with in order to implement change within the Latin America division of the corporation. The two most significant constraints I identified include: 1) lack of proper talent/change agents in Latin America to carry out organizational restructuring and operations’ changes and 2) a communication breakdown that is currently reinforced on the organizational level by British Airways’ corporate structure.
Dunkerley begins hinting at the issue of lack of proper talent/change agents in Latin America to carry out organizational restructuring and operations’ changes on page 106. In speaking about BA’s poor performance he states that it is “an absence of vision, focus, and investment…There was no clear sales and marketing strategy. There was no teamwork between different functional areas.” These comments, that clearly highlight a communication issue, are really the symptoms of the deeper problem—lack of change agents on the ground in Latin America to implement or champion change. Although one could argue that the London headquarters should be aware of problems in Latin America (economic and organizational), even if headquarters begins working on a vision of how the LA division could change, run more efficiently, and be more profitable; it would still need a team/coalition on-site to oversee the changes on both a gradual and daily basis. Since Dunkerley arrived in Latin America in 1997 and has had time to observe the Latin America division’s underperformance and assess its inconsistencies, he should use this time as an opportunity to “manage up” by forming alliances with respected members of the Latin America team and hiring the outside talent necessary to begin implementing change. Once he establishes small wins through the efforts of this coalition, he will be able to use these…...

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