ORGANIZATIONAL

DEVELOPMENT CASE STUDY

BY :
ZULFADLI OTHMAN
MESNAN SUPAAD
NAJMINA MD ISA

INTRODUCTION

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.
Southwests approach : low-cost travel, inflight entertainment, TV on every seat &
satellite radio.

ROUTE OPPORTURNITIES

2004-N Y City to Dominican Republic,

Bahamas
2005- NY City to JFK- Boston s Logan Airport
2006- NY City to Westchester, Bermuda
Aruba

JetBlue make record profit

with new additional route
opportunities

THE
PROBLEMS

SOC- System Operations

Centre
Comprised of 5 teams (Maintenance Control,

System Control, Crew Services & BlueWatchsecurity)

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Outdated processes

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

Flight Selected

Percentage of Flight
Diverted

INTERVENTIO
N

Partnership between SOC and OD team

OD team
Denison Consulting, LLC
JetBlue University (airlines 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.

Project Overview

NAVIGATING
THE ROADMAP

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.

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

MANTAINING THE
MOMENTUM
(intervention result)

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

Denison Organizational Culture

Change Monitor Survey (DOCCMS)

Comments from
crewmembers

JetBlue Growth 20002008

Incremental OTA Flight

Traffic

CONCLUSION

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.

Than
k
you!