Case study about JetBlue Airways..

1. BY :
ZULFADLI OTHMAN
MESNAN SUPA’AD
NAJMINA MD ISA

4. MOTTO : “TO BRING HUMANITY
BACK TO AIR TRAVEL”
 JetBlue was incorporated in Delaware
(August 1998)
 Founded by David Neeleman in February
1999 under the name “NewAir”.
 Southwest’s approach : low-cost travel, in-
flight entertainment, TV on every seat &
satellite radio.

5. ROUTE OPPORTURNITIES
JetBlue make record profit
with new additional route
opportunities
2004-N Y City to Dominican Republic,
Bahamas
2005- NY City to JFK- Boston ‘s Logan Airport
2006- NY City to Westchester, Bermuda
Aruba

7. SOC- System Operations Centre
 Comprised of 5 teams (Maintenance Control, System
Control, Crew Services & BlueWatch-security)
 By fostering an environment that puts crewmembers
first had bring them problems:-
 Bad customer services
 Disgruntled employees
 Other problems:-
 Main competitors
 Culture shift
 Outdated processes

8. Cont…
 Organizational Changes
 Turnover in leadership
 Expansion into international markets
 Increased no. of departures
 Introduction of a new fleet type
 External Pressures
 Bankruptcy
 Increased fuel prices
 Increasing number of low-cost carrier

9. Flight Selected

10. Percentage of Flight Diverted

12.  Partnership between SOC and OD team
 OD team
 Denison Consulting, LLC
 JetBlue University (airline’s centralized learning group)
 Denison Consulting LLC founded by Daniel R.
Denison, PhD & William S. Neale M.A
 Headquartered in Ann Arbor, Michigan, San Diego,
Shanghai and Zurich.
 Developed a research-based model and tools to
improve organizational performance by improving
corporate culture and leadership.

13. Project Overview

15.  OD consultant met regularly with SOC leadership
team to educate about role of leadership and develop
strategies.
 “Walk the talk” in order to capture the hearts & minds
of crewmembers and bring credibility to the effort.
 Weekly action planning meeting.
 “Roundtable” to get frontline crewmembers – real-
involved in the charge process.
 The Directors took turn facilitating the meeting,
symbolizing their buy-in and commitment to the
initiative.

16. After the weekly sessions, action plans
created based on 5 KEY THEMES
1. Goals and Objectives
2. Crewmember Development
3. Customer Focus
4. Willingness to Change
5. Guidelines

18.  Created a positive atmosphere in the working meeting
 Met the needs of the SOC crewmembers
 Follow-up with Denison Survey - 6 month after the
launch of the project.
 DOCCMS allows organizations to monitor progress
using 4 indexes.
 ADAPTABILITY
 MISSION
 CONSISTENCY
 INVOLVEMENT

19. Denison Organizational Culture
Change Monitor Survey (DOCCMS)

20. Comments from crewmembers

21. JetBlue Growth 2000-2008

22. Incremental OTA Flight Traffic

24.  JetBlue plans to continue their work with DOCCMS.
 Use the survey annually to assess strengths &
weaknesses.
 OD consultant set the foundation
 Delegating key tasks to stakeholders
 Having clear sponsorship
 Accountable leaders
 Creating high performing culture
 Possibility of late-arriving aircraft is avoided because
the SOC communicate to each other efficient, effective
manner.