MERGED: Does the CEO of QF do anything?
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MERGED: Does the CEO of QF do anything?
To Run the group he has BCG.
To Run IR he has Oldmeadow.
To Run maintenance he had Seabury who in turn recommended sending everything to HAECO, SIA, LH or whoever.
To monitor and fix his engines he outsources to RR and/or GE.
To run Jetstar he has not just one, but multiple CEO's.
To deal with the media, the public and more importantly the government he has the spokesmodel.
To figure out what to do with the international airline part of the business (the bit everyone had forgotten about for the last decade) he outsources to a committee headed by someone with experience which amounts to not much more than that of a flight attendant (not meaning to insult real flight attendants).
And to top if off he needs another consultancy with this Bain & Co appointment................
What exactly does he do to earn the biggest pay check in world aviation?
To Run IR he has Oldmeadow.
To Run maintenance he had Seabury who in turn recommended sending everything to HAECO, SIA, LH or whoever.
To monitor and fix his engines he outsources to RR and/or GE.
To run Jetstar he has not just one, but multiple CEO's.
To deal with the media, the public and more importantly the government he has the spokesmodel.
To figure out what to do with the international airline part of the business (the bit everyone had forgotten about for the last decade) he outsources to a committee headed by someone with experience which amounts to not much more than that of a flight attendant (not meaning to insult real flight attendants).
And to top if off he needs another consultancy with this Bain & Co appointment................
What exactly does he do to earn the biggest pay check in world aviation?
The CEO's job is to make it possible for everyone who works in the business to succeed at the tasks they are given.
He (she) cannot succeed unless everyone else in the business is succeeding.
This is known as the "Reverse pyramid" theory of management where the CEO is on the bottom point of the pyramid and the coal face people who deliver the customers product are on the top.
This implies a certain humility in the CEO in dealing with staff which should always be inversely proportional to said staffs "position" in the organisation. This can sometimes be seen in European corporations where managers often delight in being polite and accommodating to juniors almost to a fault while being deliberately rude and familiar with peers (which I personally always found to be a lot of fun).
I subscribe to this theory, which I absorbed at my fathers side and always practiced it. Needless to say Qantas, at least since the rein of Strong, has never embraced it. The most offensive and telling comment came (I think) from Chairman Marg. Jackson who said words to the effect that the Board had done more for the company than anyone else. Contrast this with Rob Fyfe's style at Air NZ.
I used to get sick of her being paraded by John Rose in front of my MBA class as a "success" along with BS about glass ceilings.
My guess is that what the Board is worrying about now are the dark financial storm clouds gathering around America, which will not only destroy the demand for cheap air travel but play havoc with the cost of capital and exchange rates...
When that hits, the decisions to outsource a lot of core functions will be seen as the lunacy it is. If anyone remembers Mt. Cook airlines and how they used to scrimp and save, you are seeing the future of Qantas. By way of example, that airline had only Three spare CSD's because they couldn't afford more (B737 JT8D), and when one went kaput, say in Auckland, there was a tradesman and a repair kit waiting to overhaul it as soon as the busted CSD made it back to Christchurch.
He (she) cannot succeed unless everyone else in the business is succeeding.
This is known as the "Reverse pyramid" theory of management where the CEO is on the bottom point of the pyramid and the coal face people who deliver the customers product are on the top.
This implies a certain humility in the CEO in dealing with staff which should always be inversely proportional to said staffs "position" in the organisation. This can sometimes be seen in European corporations where managers often delight in being polite and accommodating to juniors almost to a fault while being deliberately rude and familiar with peers (which I personally always found to be a lot of fun).
I subscribe to this theory, which I absorbed at my fathers side and always practiced it. Needless to say Qantas, at least since the rein of Strong, has never embraced it. The most offensive and telling comment came (I think) from Chairman Marg. Jackson who said words to the effect that the Board had done more for the company than anyone else. Contrast this with Rob Fyfe's style at Air NZ.
I used to get sick of her being paraded by John Rose in front of my MBA class as a "success" along with BS about glass ceilings.
My guess is that what the Board is worrying about now are the dark financial storm clouds gathering around America, which will not only destroy the demand for cheap air travel but play havoc with the cost of capital and exchange rates...
When that hits, the decisions to outsource a lot of core functions will be seen as the lunacy it is. If anyone remembers Mt. Cook airlines and how they used to scrimp and save, you are seeing the future of Qantas. By way of example, that airline had only Three spare CSD's because they couldn't afford more (B737 JT8D), and when one went kaput, say in Auckland, there was a tradesman and a repair kit waiting to overhaul it as soon as the busted CSD made it back to Christchurch.
Last edited by Sunfish; 23rd May 2011 at 18:16.
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It looks more like a young bloke in turmoil trying to decide on a career in aviation or not.
He's been reading all the shyte on PPrune about Jetstar.
..Whichever ball I drop first?..
He's been reading all the shyte on PPrune about Jetstar.
..Whichever ball I drop first?..
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Yes Lester....But
You are assuming that the CEO in question is diligent in performing his/her duties.Not all of them are.Dixon used Qantas as his personal retirement village.It is also becoming obvious increasingly that Joyce doesnt understand his job description.A CEO talking about his prostate problems on shock jock radio is laughable.Is this gaelic midget looking for sympathy?
Packrat must be such a sad sack! A CEO's job is to lead. If AJ can save just one male from a premature death, he's achieved something noble. By talking about his experience, he is leading and one hopes creating a greater awareness of a hitherto silent killer. Give the poor bugger some credit for his humanity!!!
Wheels Down...
Feel free to start a thread. Don't look at QF ones. FFs.
Feel free to start a thread. Don't look at QF ones. FFs.
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Management are hurt
Oh dear, this thread has lost its way hasn’t it? This was a great opportunity for all of you to praise the versatility and organizational prowess that is Qantas, yet you choose to launch a biased, cruel and demeaning tirade against a respected CEO. Shame shame shame.
The thread started out with a great title – ‘Does the CEO of QF do anything?’ What a sterling question, and one that can be answered quite simply – Absolutely!
Think about it, management underpin and overarch the very essence of Qantas. Qantas in turn reaps admirable profits which in itself is evidence of a healthy collective management structure. In turn the worker receives a very robust pay packet in return for his/her loyalty. Naturally, the upside of this ‘marital bliss’ is a symbiotic relationship that ensures the shareholder is content. So for those of you who dare question the current management arrangement I suggest you look to the spreadsheets where you will find close to 35 000 extremely well paid servants.
I still cannot fathom the angst and venomous attitudes being thrust before Management. You all need to take a long hard look at yourselves as Management often does. Seek ways to refine your abilities, look for ways to work harder and smarter so as to keep our dream alive. You should appreciate the fact that you work for an icon, a national treasure, an organization more Australian than Vegemite or herpes.
To use an analogy those of you who mock management, leer at management and make derogatory remarks about managements style of leadership should give yourselves ‘your own personal prostate check’. You should delve deep inside, examine the inner man, and rid yourselves of spite and bitterness which is the ‘cancer’ within. Rid yourselves of these uncontrolled emotions and embrace your strong ethical leadership team. It can be done, we must be united, if not for ourselves, for the Shareholder.
The Boardroom Beckons
The thread started out with a great title – ‘Does the CEO of QF do anything?’ What a sterling question, and one that can be answered quite simply – Absolutely!
Think about it, management underpin and overarch the very essence of Qantas. Qantas in turn reaps admirable profits which in itself is evidence of a healthy collective management structure. In turn the worker receives a very robust pay packet in return for his/her loyalty. Naturally, the upside of this ‘marital bliss’ is a symbiotic relationship that ensures the shareholder is content. So for those of you who dare question the current management arrangement I suggest you look to the spreadsheets where you will find close to 35 000 extremely well paid servants.
I still cannot fathom the angst and venomous attitudes being thrust before Management. You all need to take a long hard look at yourselves as Management often does. Seek ways to refine your abilities, look for ways to work harder and smarter so as to keep our dream alive. You should appreciate the fact that you work for an icon, a national treasure, an organization more Australian than Vegemite or herpes.
To use an analogy those of you who mock management, leer at management and make derogatory remarks about managements style of leadership should give yourselves ‘your own personal prostate check’. You should delve deep inside, examine the inner man, and rid yourselves of spite and bitterness which is the ‘cancer’ within. Rid yourselves of these uncontrolled emotions and embrace your strong ethical leadership team. It can be done, we must be united, if not for ourselves, for the Shareholder.
The Boardroom Beckons