Case28-ContinentalAirlines

Case28-ContinentalAirlines - What are its key elements? Is...

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Continental Airlines in 2003: Sustaining the Turnaround 1. What accounts for the success that Gordon Bethune had in turning Continental around from one of the worst-performing airlines in 1994 to one of the best- performing airlines as of mid-2001? How did he do it? What 3 or 4 things provide the best explanation? 2. What do you like or dislike about Bethune’s Go Forward Plan? Does it represent a “quick fix” or a “band-aid” for the ills that existed at Continental or does the Plan attack the roots of the problems that existed when Bethune became CEO in late 1994? 3. What are the key policies and operating practices underlying implementation and execution of Bethune’s Go Forward Plan—what managerial actions were responsible for transforming Continental from a terrible airline in 1994 into an award-winning airline in 2001-2002? 4. How would you characterize the Continental’s corporate culture as of 2002?
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Unformatted text preview: What are its key elements? Is Continental a strong culture company in the sense that the culture is deeply ingrained? Why or why not? 5. What grade would you give Bethune for the job he did in implementing and executing the Go Forward Plan prior to 9/11? What is it that you like most or dislike about the strategy execution approaches at Continental? 6. Were you surprised at how quickly Bethunes Go Forward Plan became unglued in the days and months following 9/11? Was Gordon Bethunes turnaround effort more fragile than you expected? Why? What weaknesses are evident in 2002 that could not be seen prior to 9/11? 7. What actions should Bethune and Continental management take in response to the losses incurred in 2002 and the reduced levels of passenger traffic? Prepare a list of recommended actions that Continental management should take in 2003. Copyright 2003 GLO-BUS Software, Inc. Page 1...
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