SAS An Organisational Design Context
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|SAS An organisational Design Context
CASE STUDY: Scandinavian Airlines System (SAS), page 921 "The Strategy Process", Mintzberg et al.
"Evaluate How Successful Jan Carlzon's Cultural Change Was in SAS?"
I feel it beneficial in terms of my understanding of the case to provide a brief précis and highlight any areas that I will expand on at a later stage in the analysis. The above mentioned man joined the company in 1989 as President and CEO and quickly initiated a series of major changes within SAS and its subsidiaries.
Despite success until the '80's a continuation of this was reliant upon a strategy of change, as increasing competition within the airline industry made it progressively difficult to survive in. SAS was experiencing problems that were to some extent unique to them concerning the location and the country's small population and high personnel costs resulting in high operating costs. After 17 years of profits SAS declared losses in 197...
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