Action
Results
Situation
Virgin met their first target to become the international Airline of the Year within 12 months of starting the programme.
They also won several other awards. Much practical help was given in the areas of remembering names, handling difficult people and complaints, increased confidence, improved teamwork (especially on the aircraft), and co-operation between departments.
The programme strengthened the ethos of the organisation as expressed in the vision to be family, fun and unique. Both communications and staff motivation were considerably enhanced. Management, who were technically very competent, developed skills in creating the raising environment for staff and in raising levels of Customer Care to help them to lead the field again
They also won several other awards. Much practical help was given in the areas of remembering names, handling difficult people and complaints, increased confidence, improved teamwork (especially on the aircraft), and co-operation between departments.
The programme strengthened the ethos of the organisation as expressed in the vision to be family, fun and unique. Both communications and staff motivation were considerably enhanced. Management, who were technically very competent, developed skills in creating the raising environment for staff and in raising levels of Customer Care to help them to lead the field again
Clarification of the vision to establish what sort of organisation Virgin wanted to be.
An in-depth analysis of strengths, uniqueness, and areas for improvement, agreed with people across the board. Co-design of fast-paced, relevant and confidence-building workshops to help meet those needs and goals. Coaching senior people to ensure their support for the direction and their leadership in encouraging the right thinking and behaviour.
Regular progress meetings with Richard Branson to keep him informed, and maintain his influence over the direction. Agreement on targets and measurement of results. Using information from each phase to design the next area which Virgin wanted to address.
An in-depth analysis of strengths, uniqueness, and areas for improvement, agreed with people across the board. Co-design of fast-paced, relevant and confidence-building workshops to help meet those needs and goals. Coaching senior people to ensure their support for the direction and their leadership in encouraging the right thinking and behaviour.
Regular progress meetings with Richard Branson to keep him informed, and maintain his influence over the direction. Agreement on targets and measurement of results. Using information from each phase to design the next area which Virgin wanted to address.
Parts of the Virgin Group have grown at amazing rates, including the holiday company, hotels, clubs, mega stores - and not least of course the airline.
Managing growth is not always easy, and people in the company were finding that the company ethos was being strained and that international growth was introducing new cultural and communication dimensions. In addition, other organisations were raising their levels of Customer Care, so that it was no longer easy to be a leader in the field. The airline was doubling in size virtually every year which meant recruiting a tremendous number of people. This made it almost impossible to attract only those whose attitudes and values coincided with Virgin's. So it was felt that it was time to clarify what sort of organisation
Virgin wanted to be; to improve communications, reinforce Customer Care, and come up with practical tools for efficient and enjoyable ways of working.
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