1. Corporate Governance. Low threshold materiality audit, if need be internal to actually see who pays for what. Such an audit, internal if need be, would actually see which invoices are paid for whom and at what price the entity responsible has to pay for them.
2. Re-Work (as GB) suggested incentive structures. Perhaps with a ten year caveat.
3. Immediately replace CEO. The business needs a circuit breaker. The new CEO would, like Gordon Bethune and Rob Fyfe need to be consistent.Average CEO tenure is less than five years.
4. Actually dare to leave Fort Fumble. Mandate senior management work in areas of business outside Corporate. Pick the area, call centres, baggage, catering flight planning... Rob Fyfe did it.
4a. Board Clean out.
These steps will change culture.
5. Disengage the adversarial engagement model so wed to the past and Ian Oldmeadow.
6. Stop HR Mission Creep.
At this point the business has really not expended much capital, these changes are cultural, although it is conceded they take time to be effective. As staff at Continental in the Lorenzo era demonstrate, trust takes time to be earned.
7. Fleet strategy
This is where airline experienced people are needed. Presently fleet strategy is dictated by spreadsheet, telling only part the story.
The singles biggest improvement to fuel included CASK is fleet.