British Airways - Leadership and Change


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Case Details:
Case Code : HROA003
Case Length : 15 pages
Period : 1980 - 2003
Pub Date : 2003
Teaching Note :Not Available
Organization : British Airways
Industry : Aviation
Countries : UK, Europe

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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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It has been incredible. I recall the dark days of the oil hike and of the Gulf war, but what we are experiencing just now, and I'm afraid what is likely to continue for some time ahead, dwarfs anything I have ever experienced.1

There are clearly tough times ahead and experience has shown us that conserving cash is critical at these times.2

Rod Eddington, Chief Executive Officer, British Airways.

Introduction

On February 11, 2003 Rod Eddington, the Chief Executive of British Airways (BA) woke up in his hotel room in New York.

Switching on the news channel, he was delighted to see that the channel was covering the airline's recent quarterly results, announced the previous day in London.

It was then that he saw the tanks at the Heathrow airport. On his return to London, Eddington saw first hand the troops and police roadblocks put in place at dawn by the government, worried that terrorists might try to shoot down an aircraft...

Excerpts >>

1] The Guardian Unlimited, 22nd September 2001.
2] www.britishairways.com, British Airways Press release, 'Response to Iraq conflict', 26th March 2003.

 

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