Hmm..
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New strategy rollout in 2017
18 January marks the beginning of the rollout of the new business strategy for Cathay Pacific and Cathay Dragon, sharing how we will change and set ourselves up for sustainable success.
Some 350 of our senior leaders will come together that day for the 2017 Leadership Conference, where the focus will be on laying out the context for the new strategy, addressing the challenges currently faced, and showing how the new strategic direction will transform the way things are done across the airlines.
“This new strategic direction is going to impact everyone across the whole organisation,” says Director People Tom Owen.
“Our leadership team will not just be briefed on the strategy, but will leave the room clear and motivated about what happens next and what their own personal roles will be in delivering the strategy to their teams.”
Communication and engagement with our people will play a key role in making the strategy rollout a success. Leaders will be given toolkits and the support they need to engage with their teams, “and we’ll be taking regular temperature checks to ensure we are staying on course,” says Tom.
“We are explaining to senior managers that they need to lead and engage in a di erent way than before. We need all our people engaged and willing to go along with us on this journey if we are to begin to win again as an airline group.”
Colleagues can expect more face-to-face sessions to get an understanding of how each team ts into the bigger picture and can they can help to support the new direction. There will be an evolution of the strategy as it unfolds over 2017.
In advance of the strategy rollout, our people have been kept up to date on the critical review of the business now underway, with three Auditorium sessions held earlier in December to give the bigger picture on the current situation and what happens next.
See the combined January/ February issue of CX World for insights into the new strategy.
Source: CX World, December 2016
350 senior managers for 180 odd aircraft. Now pay me a fortune and call me a consultant, but that might be something to "benchmark"
18 January marks the beginning of the rollout of the new business strategy for Cathay Pacific and Cathay Dragon, sharing how we will change and set ourselves up for sustainable success.
Some 350 of our senior leaders will come together that day for the 2017 Leadership Conference, where the focus will be on laying out the context for the new strategy, addressing the challenges currently faced, and showing how the new strategic direction will transform the way things are done across the airlines.
“This new strategic direction is going to impact everyone across the whole organisation,” says Director People Tom Owen.
“Our leadership team will not just be briefed on the strategy, but will leave the room clear and motivated about what happens next and what their own personal roles will be in delivering the strategy to their teams.”
Communication and engagement with our people will play a key role in making the strategy rollout a success. Leaders will be given toolkits and the support they need to engage with their teams, “and we’ll be taking regular temperature checks to ensure we are staying on course,” says Tom.
“We are explaining to senior managers that they need to lead and engage in a di erent way than before. We need all our people engaged and willing to go along with us on this journey if we are to begin to win again as an airline group.”
Colleagues can expect more face-to-face sessions to get an understanding of how each team ts into the bigger picture and can they can help to support the new direction. There will be an evolution of the strategy as it unfolds over 2017.
In advance of the strategy rollout, our people have been kept up to date on the critical review of the business now underway, with three Auditorium sessions held earlier in December to give the bigger picture on the current situation and what happens next.
See the combined January/ February issue of CX World for insights into the new strategy.
Source: CX World, December 2016
350 senior managers for 180 odd aircraft. Now pay me a fortune and call me a consultant, but that might be something to "benchmark"
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So the 350 senior leaders could not stop the rot in the past , but those same tired old faces and attitudes are going to now inspire and engage?
So many bonus based mangers, that in a nutshell is the problem right?
So many bonus based mangers, that in a nutshell is the problem right?
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Some 350 of our senior leaders will come together that day for the 2017 Leadership Conference, where the focus will be on laying out the context for the new strategy,
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I would have thought that the task given to the "350 senior leaders" for the proposed 2017 "roll out" would be to find a solution to the following question: How do we replicate the highly successful motivation of staff that existed between 1980 and 1992 so that we can become an industry leader again?
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Frampton. That particular arrangement would be detrimental to the current bonus structure of our management. The current situation of the airline is the result. Expect more such stellar performance in the next few years. 
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Anyone still in CX old enough to remember the 'Commitment Days' back in '93? Sounds like the same old HR psychobabble crap to me. And how will the airline continue to function whilst these 350 senior leaders are having their brains reprogrammed?
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how will the airline continue to function whilst these 350 senior leaders are having their brains reprogrammed?
The irony in this action by the airline will prove that these 350 "mangers" (sic) are entirely dispensable and their contribution to the function of the airline is...
ZERO
Last edited by Cpt. Underpants; 28th Dec 2016 at 02:41.
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Unbelievable....24 years later and they are about to try "commitment days" again. Fool me once.... 
. I hope our management are aware that NOTHING they say to us is credible or legitimate. They are discredited on every level, and other than contempt, I feel nothing for them or anything they have to say.
. I hope our management are aware that NOTHING they say to us is credible or legitimate. They are discredited on every level, and other than contempt, I feel nothing for them or anything they have to say.
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Trafalgar: You are quite correct in your reply to my observations/comments of a bygone era; Imagine how Messieurs Swire et al could have further exploited the "Brexit" situation if the HKD was not "tied" to the USD! It's a pity that you don't have somebody of the calibre, common sense and integrity of the late Mike Hardy as a DFO.
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Actually 350 senior 'leaders' being out of the office not making inane decisions, no salt and pepper, change the paper, remove the stripe from the base of the fin, no premium product etc etc. Will be good for the airline the less they do the better. They all have what in the trade is known as the 'Nero' syndrome they fiddle around making useless little decisions whilst the company self destructs. I hope they get together for most of 2017 and have lots of group hugs for themselves.