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Essay / Research Paper Abstract
JetBlue may be seen as a transformed organization, following events in February 2007 there was the recognition of the need to change. The organization managed to transform with increased attention to planning and forecasting with the aim of changing the culture and the way the firm operated so that it could cope more effectively with the commercial environment. The bibliography cites 2 sources.
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File: TS14_TEjetbluetran.rtf
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species that survive, nor the most intelligent, but the one most responsive to change", they further go on to define the way in which the transformed organizational model can be
identified; "Transformation is a way of operating businesses so a to sustain and fine-tune a companys ongoing evolution and therefore involve every facet of operations leading to new benchmarks
in revenues, costs, aiming even for a change in the way the firm competes" (Prem and Mathews, 2006). One company that has undergone a recent transformation is that of JetBlue,
often seen as a modern style organization it may also be argues that it retained a traditional, if forward looking, customer centric approach with a can-do attitude. But, as Darwin
has noted in terms of the survival issues, it is an ability to adapt that is key to transformation, even in the business world. The change to the transformed
model can be traced back to some events which cost the company a total of $30 million in only a few days and did a great deal of damage to
the firms reputation (Straus, 2007). On Valentines Day 2006 the firm was halted by an ice storm, aircraft were stranded near but unable to get to gates, passengers were stuck
on aircraft and the entire fleet had to be grounded for three days. These were problems that had been seen within other airlines, but JetBlue had marketed itself as different
(Straus, 2007). The problems resulted from a range of issues, some of which the firm were not aware of, these included a lack of planning and a great reliance on
a can-do attitude, just trying to get through as well as inflexibility and poor management of the situation when it arose (Strau, 2007). There was a realisation that there was
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