Another then and now..............
Strong unions, strike action, disaffected customers,Loss of business.........That would be British Leyland in the 70s then - reflect on what happened to them.
I'm afraid CHC is a bit of an complex animal, with many constituent parts, that in themselves probably function Ok. However nobody has ever had the strength of leadership to pull all these fractious children together.
There has also been unfortunate history going back to the days of Maxwell, the "merger" at the end of the nineties, the strategic re-organisation in 2003 which had no artifacts of "Change management" applied, and I feel your current woes probably extend from that point forward.
Mix in with this the massive churn of management and admin staff, and positions that exist for a few months only, initiatives to fix problems identified, that are not resourced, chronic lack of project management at any level, people promoted into inappropriate postions. The wonder is that is that it still exists as a business entity today.
There are many excellent people throughout the depts and levels of the organisation, but they are essentially leaderless.
The responsibility for the way any business operates ultimately rests with the CEO/MD, supported by his Directors and senior managers. CHC Scotia doesn't operate as a top down organisation, its kinda from the middle, in a bit of an unstructured way.
There was perhaps maybe one person who was able to make a go of it, and he stayed for 10-11 months before being short toured back to Australia - which was a great pity, but just another example of how not to run a company.
I wish everyone well in these difficult times for the company.
BS