How did Qantas use one high risk strategy (manipulation) and one low risk strategy (incentives)?
I just chose two ones that worked, i doubt it would be so specific
High-risk (manipulation): Outsourcing/downsizing presented as “no alternative,” pushing through change quickly but risking trust and reputation
Low-risk (incentives): Bonuses, staff shares, and travel perks encouraged cooperation and boosted morale during recovery
- around 20,000 non-executive employees were offered shares in 2022
How did Qantas use Lewin’s Three Step Change Model?
change = introduction of a 3-year recovery plan after COVID-19
unfreeze = acknowledging that they needed to shrink in the short term in order to survive + creating urgency via media releases on their poor pandemic performance but getting support through their clear vision through the ‘recovery plan’.
change= immediately retired their remaining boing 747’s and retrenched staff to raise 1.9billion dollars in capital.
refreeze = At Qantas signs that this was ready was the return to profitability –> Qantas entrenched the change by improving staff in call centres, improving staff punctuality
How did Qantas apply the principles of senges Learning organisation? (all 5, but need to know 2+ )
contains everything just in case
Shared vision
- outlined 3 strategic pillars, rightsizing, restructuring and recapitalising + emphasized preserving jobs + sustainable re-building
Mental Models
- pragmatic + realistic, challenging traditional expectations in a period of crisis through: grounding around 100 aircraft + retiring Boeing 747 early
**Personal Mastery **
indirectly supported personal development: welfare support, voluntary redundancies, career transition assistance
Team learning
would have needed collaboration accross HR, finance, operations, union relations + leadership for such large scale changes
Systems thinking
three pillars: rightsizing, restructuring, recapitalising, shows systems thinking b/c fleet and personnel interlinked w financial health
Refering to Qantas, explain the importance of leadership in change
Former CEO Alan Joyce = publically framed ‘Next 100’ plan around 3 pillars: rightsizing, restructuring, and recapitalising –> helped employees + investors understand purpose of change
low-risk strategies, like incentives –> staff bonuses motivated staff w positive reinforcement
How did wantas develop their corporate culture positivlely?
* these are general, not specific to sd *
clear vision + communication
3 pillars + explained tough decisions were for LT survival –> purpose and direction
incentives + recognition
low risk strat. –> staff loyalty, engagement + shared success
focus on pride and safety
Projects such as fleet upgrades and the return of the A380s gave employees renewed pride in their workplace, boosting morale.
Refering to Qantas, describe how change may impacted two stakeholders of the business. (one positive + one negative)
(employees and shareholders)
**employees **
Negative= The recovery plan involved job losses (around 6,000 redundancies) –> lower job insecurity, loss of income, and lower morale
positive= once the business stabilised= benefited from bonuses, free shares, and travel incentives ->helped rebuild trust and provided financial rewards.
**Shareholders **
Negative = Initially, the change required a $1.9 billion equity raising, which diluted existing shareholders’ ownership and short-term returns.
Positive=Over time–> successful implementation + return to profitability delivered higher share value and renewed dividends, creating a positive long-term impact.
refering to Qantas, outline 2 CSR considerations they may have had when implementing change
bolded the essentials
Employees (social responsibility)
When implementing mass stand-downs and redundancies, Qantas considered its responsibility to staff by offering voluntary redundancies, career transition support, and welfare assistance programs.
= aimed to minimise the negative social impact on employees who were losing their jobs, showing some care for their wellbeing beyond legal requirements.
Environment (environmental responsibility)
During fleet restructuring, Qantas committed to investing in newer, more fuel-efficient aircraft (e.g., Airbus A220s, A321XLRs) and retiring older, less efficient 747s.
= demonstrated CSR by reducing carbon emissions + aligning change with long-term sustainability goals, benefiting the broader community and environment.
