Change - Case Study

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Jan Carlzon: CEO at SAS Establishing a Sense of Urgency Step One: Examining the market and the competitive realities. SAS must identify and discuss crises, potential crises, or major opportunities. In this case study, for nearly 30 years SAS had thrived. Up in-till the early 1970s, SAS operated in a generous environment. Market demands continued to grow rapidly, ticket prices were kept high through industry agreements and government regulation, fuel prices remained inexpensive. However in 1973, the oil prices increased 300%, which directly affected airfare rates and the market growth began to idle. The aircraft technology curve began to flatten, allowing even smaller airlines to close their technology gap behind SAS (who was considered the leader in technology). Additionally, the patterns of passenger behavior started to change. Air travel had become a commodity and carrier loyalty vanished. Now travelers scheduled their flights around their own plans rather at the convenience of the airlines. Finally, after 17 years of strong operating profits, the company lost more than $15 million for two consecutive years. SAS had a “Manifest Crisis” on their hands. This type of crisis is readily apparent; its menacing nature speaks for itself and compels the close attention of management. Management realized that they were in a middle of a crisis and hired Jan Carlzon who had a reputation as a turnaround manager in the airline industry. Creating the Guiding Coalition Step Two: Putting together a group with enough power to lead the change. The goal is to get the group to work together like a team. In response to the manifest crisis SAS hired Jan Carlzon as COO in 1980 and a year later made him CEO. Carlzon had “position power” being the CEO. Carlzon had proven “expertise” and earned a reputation as a turnaround manager in the airline industry.

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