As with most things in life the only constant, is change. Similar to one’s personal life their business life is just as complex and ever changing. Today 's business environment requires that organizations, like Singapore Airlines, to undergo change on a constant basis in order to remain competitive. These changes may be minor, or may be something major such as in refocusing the overall strategy of the organization. It is up to the change manager to effectively move the organization forward, at minimal cost, from its current state to its desired state in such a way that it will continue to be a successful thriving organization with a long future ahead. Kotter (1996) suggests no one is immune to the changing forces within …show more content…
The executive leadership at Singapore airlines (SIA) has frequently stated their most vital assets are their cabin crew. With that in mind, SIA decided on a firm workforce strategy policy. This policy recruited candidates from Singapore’s multiracial communities, as it was felt they had the cultural values and traditions SIA was looking to take advantage of (Wyckoff, 1986a). Keeping with their established high standards, applicants for cabin crews had to be between 18 to 25 years of age for women and 20 to 25 years of age for men, other hiring criterion were also rather stringent. While the younger cabin crews were a risky move, management felt this to be an alternative way to differentiate themselves from their competitors (Wyckoff, …show more content…
The “Singapore Girl” has become synonymous with the airline. Furthermore, the amount of success they have had with this branding campaign, to break from it at this point could be a devastating blow the organization may find difficult to recover from. Kotter (1995) states “successful transformations come together through a shared commitment with excellent performance during renewal” (p. 62). With their knowledge and diligence, the new branding campaign was exactly what SIA needed to renew their customers’ interest and rejuvenate