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Case
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Reference no. 401-015-1
Authors: Fabienne Autier (HEC Paris); Georges Trepo (HEC Paris)
Published in: 2001

Abstract

This is the second of a four-case series (401-014-1 to 401-017-1). This case series allows a comparison on how the European national carrier originally state-owned, have adopted to deregulation and increased competitions: BA which made it metamorphosis very early, Air France and Lufthansa which reacted only in 1992 faced with very serious financial difficulties. Air France was the slowest and admist conflicts and strikes of the worse sort. The new CEO conducted a very unusual change process closer to the one of a statesman or prime prime-minister than to that of CEO. The stress on changing culture values, identity, etc explains why we use ''Rebirth'' in the title of the case. The case shows how in a very complex multi-unions context, the CEO induced them to be more co- operative.
Location:
Industry:
Size:
40,000 employees
Other setting(s):
1990-1996

About

Abstract

This is the second of a four-case series (401-014-1 to 401-017-1). This case series allows a comparison on how the European national carrier originally state-owned, have adopted to deregulation and increased competitions: BA which made it metamorphosis very early, Air France and Lufthansa which reacted only in 1992 faced with very serious financial difficulties. Air France was the slowest and admist conflicts and strikes of the worse sort. The new CEO conducted a very unusual change process closer to the one of a statesman or prime prime-minister than to that of CEO. The stress on changing culture values, identity, etc explains why we use ''Rebirth'' in the title of the case. The case shows how in a very complex multi-unions context, the CEO induced them to be more co- operative.

Settings

Location:
Industry:
Size:
40,000 employees
Other setting(s):
1990-1996

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