Joyce ‘retires’ early 👍
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short flights long nights
Mr Joyce really did leave a big mess behind,,,all to line is own pockets.
I’ll happily tell them so they don’t need to pay McKinsey.
The last thirty years, the entire direction of the airline has been away from performance, safety and reputation - and towards bonus money schemes for managers.
The kraken was finally released when he was put in charge of Jetstar. Qantas began defecating in their own nest, and rather than growing the airline with hard work, they grew it by slashing long term investment and transfer of business.
They considered themselves successful, because their own pockets starting filling up. They became giddy on their own rhetoric and BS, eventually thinking that they could set social and political policy with force fed on board messages and stickers on aircraft. Becoming champions for the oppressed and gender-unsure, but not becoming champions for staff or share holders.
Meanwhile, the meat and veg of running an airline was being ignored. They told everyone how you can’t make money with B777s, and kept buying hunks of **** to say they had the biggest. Hundreds of options or orders for new, reliable and efficient aircraft to improve the product, and keep the group competitive with other international airlines - cancelled, or given to subsidiaries. Back slaps, Zumba classes and bonuses all round!
Meanwhile, a piss weak board sat back and let it all unfold. The gutting of a premium, revered airline was hidden with accounting and marketing, with pretty buzz words like “game-changing” and “innovation” and “project BS” which the board lapped up with a spoon.
While all this went unchecked, it continued on far too long because they got lucky - lucky that the board and shareholders failed to join the dots, lucky that the only real competitor in Australia couldn’t organise a root in a brothel, and lucky that they (or one of their new subsidiaries) didn’t stack an aircraft.
Hard working, valuable, highly trained and efficient staff were pushed (sometimes illegally) out the door in the thousands - while one person’s bank account swelled towards the size of his ego.
When the curtains were finally pulled back to reveal the ugly truth (thanks in part to Joe Aston, the post COVID startup debacle, illegal sackings and ACCC pending action) a last minute cash grab was approved, a swift coward’s exit and then the world’s biggest pile of steaming **** was dumped in the lap of the incumbent.
There’s no solution here until the whole board is gone.
They can engage as many consultancy firms as they like.
The last thirty years, the entire direction of the airline has been away from performance, safety and reputation - and towards bonus money schemes for managers.
The kraken was finally released when he was put in charge of Jetstar. Qantas began defecating in their own nest, and rather than growing the airline with hard work, they grew it by slashing long term investment and transfer of business.
They considered themselves successful, because their own pockets starting filling up. They became giddy on their own rhetoric and BS, eventually thinking that they could set social and political policy with force fed on board messages and stickers on aircraft. Becoming champions for the oppressed and gender-unsure, but not becoming champions for staff or share holders.
Meanwhile, the meat and veg of running an airline was being ignored. They told everyone how you can’t make money with B777s, and kept buying hunks of **** to say they had the biggest. Hundreds of options or orders for new, reliable and efficient aircraft to improve the product, and keep the group competitive with other international airlines - cancelled, or given to subsidiaries. Back slaps, Zumba classes and bonuses all round!
Meanwhile, a piss weak board sat back and let it all unfold. The gutting of a premium, revered airline was hidden with accounting and marketing, with pretty buzz words like “game-changing” and “innovation” and “project BS” which the board lapped up with a spoon.
While all this went unchecked, it continued on far too long because they got lucky - lucky that the board and shareholders failed to join the dots, lucky that the only real competitor in Australia couldn’t organise a root in a brothel, and lucky that they (or one of their new subsidiaries) didn’t stack an aircraft.
Hard working, valuable, highly trained and efficient staff were pushed (sometimes illegally) out the door in the thousands - while one person’s bank account swelled towards the size of his ego.
When the curtains were finally pulled back to reveal the ugly truth (thanks in part to Joe Aston, the post COVID startup debacle, illegal sackings and ACCC pending action) a last minute cash grab was approved, a swift coward’s exit and then the world’s biggest pile of steaming **** was dumped in the lap of the incumbent.
There’s no solution here until the whole board is gone.
They can engage as many consultancy firms as they like.
The following 29 users liked this post by Slippery_Pete:
God I’d love to put that on the QF Yammer thing 😂😂
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short flights long nights
I’ll happily tell them so they don’t need to pay McKinsey.
The last thirty years, the entire direction of the airline has been away from performance, safety and reputation - and towards bonus money schemes for managers.
The kraken was finally released when he was put in charge of Jetstar. Qantas began defecating in their own nest, and rather than growing the airline with hard work, they grew it by slashing long term investment and transfer of business.
They considered themselves successful, because their own pockets starting filling up. They became giddy on their own rhetoric and BS, eventually thinking that they could set social and political policy with force fed on board messages and stickers on aircraft. Becoming champions for the oppressed and gender-unsure, but not becoming champions for staff or share holders.
Meanwhile, the meat and veg of running an airline was being ignored. They told everyone how you can’t make money with B777s, and kept buying hunks of **** to say they had the biggest. Hundreds of options or orders for new, reliable and efficient aircraft to improve the product, and keep the group competitive with other international airlines - cancelled, or given to subsidiaries. Back slaps, Zumba classes and bonuses all round!
Meanwhile, a piss weak board sat back and let it all unfold. The gutting of a premium, revered airline was hidden with accounting and marketing, with pretty buzz words like “game-changing” and “innovation” and “project BS” which the board lapped up with a spoon.
While all this went unchecked, it continued on far too long because they got lucky - lucky that the board and shareholders failed to join the dots, lucky that the only real competitor in Australia couldn’t organise a root in a brothel, and lucky that they (or one of their new subsidiaries) didn’t stack an aircraft.
Hard working, valuable, highly trained and efficient staff were pushed (sometimes illegally) out the door in the thousands - while one person’s bank account swelled towards the size of his ego.
When the curtains were finally pulled back to reveal the ugly truth (thanks in part to Joe Aston, the post COVID startup debacle, illegal sackings and ACCC pending action) a last minute cash grab was approved, a swift coward’s exit and then the world’s biggest pile of steaming **** was dumped in the lap of the incumbent.
There’s no solution here until the whole board is gone.
They can engage as many consultancy firms as they like.
The last thirty years, the entire direction of the airline has been away from performance, safety and reputation - and towards bonus money schemes for managers.
The kraken was finally released when he was put in charge of Jetstar. Qantas began defecating in their own nest, and rather than growing the airline with hard work, they grew it by slashing long term investment and transfer of business.
They considered themselves successful, because their own pockets starting filling up. They became giddy on their own rhetoric and BS, eventually thinking that they could set social and political policy with force fed on board messages and stickers on aircraft. Becoming champions for the oppressed and gender-unsure, but not becoming champions for staff or share holders.
Meanwhile, the meat and veg of running an airline was being ignored. They told everyone how you can’t make money with B777s, and kept buying hunks of **** to say they had the biggest. Hundreds of options or orders for new, reliable and efficient aircraft to improve the product, and keep the group competitive with other international airlines - cancelled, or given to subsidiaries. Back slaps, Zumba classes and bonuses all round!
Meanwhile, a piss weak board sat back and let it all unfold. The gutting of a premium, revered airline was hidden with accounting and marketing, with pretty buzz words like “game-changing” and “innovation” and “project BS” which the board lapped up with a spoon.
While all this went unchecked, it continued on far too long because they got lucky - lucky that the board and shareholders failed to join the dots, lucky that the only real competitor in Australia couldn’t organise a root in a brothel, and lucky that they (or one of their new subsidiaries) didn’t stack an aircraft.
Hard working, valuable, highly trained and efficient staff were pushed (sometimes illegally) out the door in the thousands - while one person’s bank account swelled towards the size of his ego.
When the curtains were finally pulled back to reveal the ugly truth (thanks in part to Joe Aston, the post COVID startup debacle, illegal sackings and ACCC pending action) a last minute cash grab was approved, a swift coward’s exit and then the world’s biggest pile of steaming **** was dumped in the lap of the incumbent.
There’s no solution here until the whole board is gone.
They can engage as many consultancy firms as they like.
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And some one who was complicit in all the above was then appointed as CEO.
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It’s pretty sad really. A little part of me was hopeful that the new CEO was so smart that she would see the opportunity given to her and would make a name for herself that would go down in the Ausi business hall of fame. It was such a great opportunity. All the media, all the senate enquiries, all the court cases, the Chairman’s Lounge debacle, the scene was perfectly set to actually transform the way the airline functioned at a structural level, focus on being a great Airline and harness the massive, and I mean massive power of a huge workforce that was experienced, skilled, beaten up, and ready to get behind someone who would lead the Airline back. Missed it. Probably never saw it. Such a shame.
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The new CEO is in a Sophie’s Choice situation. Turning things around would require an admission that something was wrong, thus admitting that the very operation she endorsed while 2IC was rotten…bad. The other option, keep doing the same, is also going to be bad.
They needed to install fresh blood at the top. Blood that isn’t compromised.
They needed to install fresh blood at the top. Blood that isn’t compromised.
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You are right framer but she was part of the problem, nearly thirty years of being in on it, she was never going to be the solution.
Air NZ have had CEOs who work as cabin crew and throw bags. If Hudson wants to know how to fix OTP then she should spend a week out of her office and walk around some ramps and crew rooms, talk to staff and ask questions, plenty to be learnt for free from those at the coal face who see the choke points.
Air NZ have had CEOs who work as cabin crew and throw bags. If Hudson wants to know how to fix OTP then she should spend a week out of her office and walk around some ramps and crew rooms, talk to staff and ask questions, plenty to be learnt for free from those at the coal face who see the choke points.
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You are right framer but she was part of the problem, nearly thirty years of being in on it, she was never going to be the solution.
Air NZ have had CEOs who work as cabin crew and throw bags. If Hudson wants to know how to fix OTP then she should spend a week out of her office and walk around some ramps and crew rooms, talk to staff and ask questions, plenty to be learnt for free from those at the coal face who see the choke points.
Air NZ have had CEOs who work as cabin crew and throw bags. If Hudson wants to know how to fix OTP then she should spend a week out of her office and walk around some ramps and crew rooms, talk to staff and ask questions, plenty to be learnt for free from those at the coal face who see the choke points.
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Air NZ have had CEOs who work as cabin crew and throw bags. If Hudson wants to know how to fix OTP then she should spend a week out of her office and walk around some ramps and crew rooms, talk to staff and ask questions, plenty to be learnt for free from those at the coal face who see the choke points.
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He really is delusional when he starts invoking the Royal We. Surely he can't really think that collectively the staff have lived through any lows lately, they have been living through it for the last 15 years! If anything staff morale has improved with the eager anticipation of the Emperor's demise.
Well said that man. Qantas like Boeing and others has been infiltrated by the businesses school MBA’s and marketing types with no understanding of the nuances of running an airline and putting the customers at the top for a safe and secure and efficient ride to destinations. Gimmicks abounded all to cut levels of service and use the MBA thesis as the model.
The media deliberately overlooked the Sheila’s roles as one of the architects of this calamity. Why you ask? The teacher’s pet now has the reins.
Her answer to rebuilding the ship is therefore a call to her friends in New York who will go on at huge expense to exchange the sheets in hut A with the sheets in hut B.
A long gone great uncle of mine was none other than Captain Lester Brain. A true boots and all airline guy!
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The only way to start the rebuild is with an outsider who is an airline lifer experienced in operations and or engineering not finance, HR, communications or some other modern day crap. Then maybe they can start to drain the swamp and focus on the airlines prime role of looking after its customers.
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short flights long nights
The only way to start the rebuild is with an outsider who is an airline lifer experienced in operations and or engineering not finance, HR, communications or some other modern day crap. Then maybe they can start to drain the swamp and focus on the airlines prime role of looking after its customers.
Alan Joyce lands in Sydney after extended absence from Australia
Ayesha de KretserSenior reporter
Feb 7, 2024 – 5.00am
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2 minFormer Qantas chief executive Alan Joyce has returned to Australia five months after leaving the country following his abrupt exit from the national carrier.
Mr Joyce arrived at Sydney Airport on Monday evening, having spent most of his time overseas with his family in Dublin, where he was born. His return comes as his successor at Qantas, Vanessa Hudson, prepares to hand down her first set of results.
Mr Joyce left the airline in early September, months earlier than scheduled, after a backlash from shareholders and political acrimony over the airline’s poor service and allegations it was selling flights it had already decided to cancel to help it preserve lucrative landing rights at Sydney Airport.
Alan Joyce with his husband Shane Lloyd arriving at Sydney Airport on Monday evening. Justin ThymeMr Joyce also faced disquiet about his influence in Canberra, including revelations in The Australian Financial Review’s Rear Window column that Prime Minister Anthony Albanese had procured membership of the exclusive Qantas Chairman’s Lounge for his adult son Nathan and not declared it on his parliamentary register of interests.
Since his departure, Ms Hudson has made a number of changes to Qantas’ executive ranks. Her rival for the top job, Qantas Loyalty chief executive Olivia Wirth, is leaving and has been appointed to the board of Myer. The airline has also called in McKinsey for a major overhaul of its operations focusing on improving its on-time performance, an engagement first revealed by the Financial Review last month.
Mr Joyce, meanwhile, resigned from his position as the chairman of the Sydney Theatre Company last month, having been on extended leave. He had been due to return to the position in February, but left after controversy over an on-stage pro-Palestinian protest, saying that the company faced challenges that he did not have the time to address.
The Sydney Morning Herald reported this week that Mr Joyce has also been on extended leave from the Museum of Contemporary Art in Sydney since January last year. He was appointed to the board in 2019, but it is not clear whether he will return to the role
I won't be betting folding on him being compelled to front any Senate inquiry, but would be happy to be proved wrong.
Alan Joyce lands in Sydney after extended absence from Australia
Ayesha de KretserSenior reporter
Feb 7, 2024 – 5.00am
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Share
Listen to this article
2 minFormer Qantas chief executive Alan Joyce has returned to Australia five months after leaving the country following his abrupt exit from the national carrier.
Mr Joyce arrived at Sydney Airport on Monday evening, having spent most of his time overseas with his family in Dublin, where he was born. His return comes as his successor at Qantas, Vanessa Hudson, prepares to hand down her first set of results.
Mr Joyce left the airline in early September, months earlier than scheduled, after a backlash from shareholders and political acrimony over the airline’s poor service and allegations it was selling flights it had already decided to cancel to help it preserve lucrative landing rights at Sydney Airport.
Alan Joyce with his husband Shane Lloyd arriving at Sydney Airport on Monday evening. Justin ThymeMr Joyce also faced disquiet about his influence in Canberra, including revelations in The Australian Financial Review’s Rear Window column that Prime Minister Anthony Albanese had procured membership of the exclusive Qantas Chairman’s Lounge for his adult son Nathan and not declared it on his parliamentary register of interests.
Since his departure, Ms Hudson has made a number of changes to Qantas’ executive ranks. Her rival for the top job, Qantas Loyalty chief executive Olivia Wirth, is leaving and has been appointed to the board of Myer. The airline has also called in McKinsey for a major overhaul of its operations focusing on improving its on-time performance, an engagement first revealed by the Financial Review last month.
Mr Joyce, meanwhile, resigned from his position as the chairman of the Sydney Theatre Company last month, having been on extended leave. He had been due to return to the position in February, but left after controversy over an on-stage pro-Palestinian protest, saying that the company faced challenges that he did not have the time to address.
The Sydney Morning Herald reported this week that Mr Joyce has also been on extended leave from the Museum of Contemporary Art in Sydney since January last year. He was appointed to the board in 2019, but it is not clear whether he will return to the role
saying that the company faced challenges that he did not have the time to address.