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| The Airline Context |
Airlines continue to compete in a very dynamic, competitive, and inherently unstable market.
Over recent years the industry has seen a series of ‘black swans’ (low probability – high impact events) and has had to react accordingly. These have included wars, terrorist attacks, pandemics, and uncontrollable fuel prices.
In addition leaders always have to monitor and manage the ‘white swans’ (continuing known risk factors) such as economic recession, increasing environmental concerns, scarcity of skilled people, and political regulation.
In this unstable environment airlines continue to compete and they and their advisors are always under pressure from stakeholders to achieve acceptable profitability through the delivery of their brand values.
Not surprisingly recent years have seen a series of airline failures - and new starts as it is still an industry which attracts entrepreneurs and some romantics.
Airline managers have to deliver operational excellence. They also have to be commercially aware in an industry where regulation, financial engineering, and political acumen become increasingly important.
Crucially airline managers have to be able to lead and manage programmatic change, in an industry that has tended to depend upon project management as a way forward. Programmatic change requires a competence in leadership of a higher level; crucially it requires managers to look at the leadership of change in a different way.
In such an environment coaching is an appropriate development methodology for some managers, offering manageable time commitments over a defined period and The Management Coach-house offers such coaching backed by in-depth awareness of the industry.
For additional commentary on the industry context please visit our sister web-site at www.AMandL.co.uk |
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