History is a great teacher but it seems that people in power never learn.
It took them 11 years to understand ‘Organisational Behaviours’ and believe me, it is going to take them another 11 years to ‘reengage, regroup, re-boot and re-set’.
Further proof here:
Friday April 20, 2012
MAS needs to re-engage with its employees
PETALING JAYA: Malaysia Airlines (MAS) is said to have gone back to the drawing board to re-set its business plan, four months after it unveiled its new business plan.
Those in the know claimed that the thrust forward was for the team to “re-engage and re-group the employees, re-boot and re-set the business plan because of several reasons and circumstances.”
“They have to re-set according to priority. Eight months have passed and the visibility of change still seems vague. The need to re-set becomes critical as there is resistance to the way some things are being planned and done,” said a source.
The need to re-engage with the “staff is vital as there is discontent and there are some valid reasons why there are pockets of people who are still unhappy. Some committees have been formed to address this,” said a source.
The plan must also be reviewed because there are “certain constraints and some routes cannot be rationalised and there is also a need to revisit the cost reduction initiatives,” added the source.
MAS saw the entry of a new team after the share swap and collaboration agreement inked with AirAsia in August 2011. The team announced its business plan to turn MAS around on Dec 8. The team boldly outlined the turnaround in the form of “game changers' and “recovery plans.” The game changers include the launch of a new regional premium carrier by the middle of this year, exploring more alliances, enhancing collaboration with AirAsia, and spinning off its ancillary businesses, which include its maintenance, repairs and overhaul (MRO) unit. The new carrier is to link Malaysia with Asean, South Asia and Greater China.
However, two weeks ago the airline said it would do away with the plan to set up a short haul airline and instead it would opt to park its short haul operations in a division.
“The idea of parking the short haul operations in a division may also be reviewed from the cost and purpose perspective. Could it be done without duplicating resources for network planning, marketing, overseas stations, and even baggage handling. Would it better for interlining to just have all parked under one airline like the situation now,” said a source.
He also pointed out that in terms of interlining it was better to have both the short and long haul operations operate under one unit.
Still, some believed that the short and long haul operations would be redefined via aircraft type under the new plan.
Thus far, MAS is said to have changed its organisational structure three times since the new team took over.