Answer attached.1British Airways Organizational ChangeStudent’s NameInstitutional AffiliationCourse NameInstructor NameDate2IntroductionThe process of implementing organizational change can be challenging. However, everyorganization needs to embrace change if they want to keep operating optimally. Organizationalchange involves the movement of a company’s activities from one state of affairs to the other,intending to achieve positive change. Changes in an organization’s environment mainly requireadjustments within its environment (Stouten et al., 2018). Mostly, the simple initiative ofincluding employees and other shareholders of a company in planning and executing change cango a long way in easing the transformation process and suppressing unwanted anxiety (SchulzKnappe et al., 2019). Change may involve adjusting an organization’s structure, culture,technology, policies, and way of doing things. On the other hand, organizational change may beplanned for years or implemented in the short term if there is a pressing need to do so due to aninevitable shift in environmental factors. This paper discusses British Airways’ successfultransformational organization change between 2008 and 2010, which was majorly successful.Description of the British Airways Organizational ChangeThe first decade of the 21st century was characterized by unstable changes in the externalenvironment and occurrences that placed huge pressures on pressures on many companies in allsectors globally. The end of that decade saw numerous transformational changes mainly presentamong major organizations to strategically position themselves better to achieve benefits frommain competencies (Alviarez et al., 2017). During the organizational change process, theincreased need for successful organizational change led to a heightened interest in this topic byresearchers and other stakeholders in the strategic management field.British Airways’ airline business is characterized by a changeable business systemimplying that typical micro-economic conditions could easily influence the organization. The3company operates both cargo and air travel business; both run under British Airways. The airtravel section mainly faces competition from full-service couriers and low service carriers(Djurovic, 2011). British Airways mainly aims at networks and product quality, with heightenedfrequency and interconnection levels. Air travel demand after the 9/11 attack was periodical,with a major increase in demand being noted five years after the deadly attack. Low-servicecouriers experienced higher demand rates than full-service couriers since customers had changedtheir preferences. The low demand that characterized the full-service courier sector implied thatairlines faced a global financial crisis due to increased oil prices and trade decline globally.Air travel was projected growth in demand in the years that followed 2010, with anupsurge in demand in other emerging markets. In 2004, economy analysts had predicted that by2010, low service couriers would account for around a quarter of the European Union Market.However, by that time, the European Union airline market’s thirst was being controlled by lowservice couriers (Djurovic, 2011). Notably, there was a 120% increase in intra-European Unionroutes and a further 310% intra-European routes with more than two competitors. With thisincrease in market share by low service couriers, British Airways, a full-service courier, had totake an effective strategic orientation to reposition itself in a competitive sport in the airlineindustry. The airline industry is characterized by great and i…
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