I found Carlzon as a visionary leader who has the ability to combine two or more leadership styles as the situation demands to get the needed result. It was a time SAS was declining in terms of high loss and poor performance.
Instead, they were taken aside, coached in the art of servicing their front-line personnel while looking after their responsibilities in operational results. This meal service used to be free of charge, but with the right kind of service packaging and friendly atmosphere people were willing to pay for them.
He posited that any business organization that wants to generate a good customer orientation and impressive moment of truths must be prepared to flatten the pyramids. This was contrary to what is common and traditional in many companies whereby top management teams often focus mainly on areas such as investment, management, and administration at the expense of service.
This brought aboutnew customers instead of the estimated customers according to the books. Carlzon pointed out that a leader is not expected to know everything or be capable of every detail functional duties of the employees.
Bob Thompson And within all that, of course, is having a good strategy in the business, to begin with. By request of SAS, the seminar project had to get underway fast in order to obtain maximum effect by near-simultaneous training.
The importance of putting in place a reliable method of measuring results and performance was brought to the fore by Carlzon. Carlzons Presidency at Linjeflyg: Some of these employees were his age mates with no less qualification than he had.
He revolutionized the airline industry through an unrelenting focus on customer service quality. This communication skill also worked for SAS in terms of its marketing communication and advertisements. Timing was one thing Carlzon said should be right in order to make a new and uncertain leap in business.
Democratic style of leadership seeks to carry it followers along in order to reach a general consensus on how to run the organization. If those meetings are bad meetings, the value of our assets on the balance sheet will decrease.
The oil crisis starting in meant less travelling and skyrocketing fuel costs. This airline, therefore, become a major service provider in the in the global market.
The importance of vertical integration was realized in by SAS. The company did not have many options of services which it could leverage to make extra profit. This was the power of democracy at play.
I found Carlzon as a visionary leader who has the ability to combine two or more leadership styles as the situation demands to get the needed result.
The trouble is, where fear exists, your people will keep their heads down and do exactly what is expected of them — and no more.A Book Report MOMENTS OF TRUTH By Jan Carlzon President, Scandinavian Airlines (Book Report by Gary Tomlinson) oriented airline, we ignited a radical change in the culture at SAS.
Now the entire company – from the executive suite to the most remote check-in terminal – was focused. ) A moment of truth was made popular by Scandinavian Airline System President Jan Carlzon in his book. TRUE Bloom's Taxonomy: Understanding Difficulty: Medium Learning Outcome: (p%(65).
The Theoretical Aspects of Cultural Change.
2, words. 7 pages. An Analysis of the Behavior of Northern Trust Information Delivery with the Usage of Organizational Culture Inventory (OCI) 2 pages. How Successful Jan Carlzon's Cultural Change Was in the Scandinavian Airline System.
4 pages. Company. Contact; Resources; Terms. As Carlzon says, there is another way. A way which encourages and develops. A way that sees the future as one where sustainable growth and a workforce with a curiosity for a way of working that is inclusive, rather than exclusive.
Following the appointment of Jan Carlzon as president of the airline inthe change of management began which led to the improvement of the airline in the subsequent years.
The changes relate to the charismatic leadership and management reputation of the. After Jan Carlzon's appointment as chief executive officer inhe introduced a "new corporate identity" for the airline.
In addition to a change of operating policy, it gave the airline a new graphical identity and livery.Download