I give it six months.
- Elastic demand and no real ROR for J*
- Oil at $100+ a barrel
- Aging fleets
- Industrial agendas not likely to be fulfilled
- Poor route structures
- Delays on new aircraft, delays that were obvious to all operational people
- Qroom tells a story with respect to dispatch problems
How we gain traction is the issue? The company is so disconnected with its operational staff. This starts at the top. The limited knowledge of operational matters is evident with all the failures, be they
1.Product failures/service delivery
2.Lack of capacity in Flt OPs training as it is mostly sold to external
customers (but hey it makes a profit!!)
3. Retirements and resignations far outstripping Flt Ops projections..Don't
they talk to anyone?
4. Engineering
5. Route structure
6. Aircraft choices
7. Inflight entertainment failures...we all know about this one
As it was shown to me. A Captain retires with 35+ year's service. He gets a photocopy of his retirement letter, endorsed with a stamp from HR acknowledging same. An office person of less than two year's service a big write up in the newsletter and a send off...What does that tell you??
The managers are not managers. They focus on KPI and business segmentation means they have incentive. Forget the fact we escaped a hull loss. It doesn't cost in the financial year so don't worry about it. This focus is set from the top. Those who accept it, personally profit from it. Our CP should be warmly rewarded for his responsibility, but not via a budgetary constraint and saving money...