Trium

Background

With over 30 jumbo airliners and a powerful consumer brand, our client expected to double their size in five years. A core challenge: balancing an entrepreneurial, informal culture with pressing demands for operational excellence, sophistication and efficiency. The executive team approached Trium for help improving On-Time Departure Performance (OTP); theirs was among the worst at their main hub. The team of executives accurately surmised that their OTP challenges were rooted in operational and cultural issues.

Trium's Approach

Knowing that neither rigid recommendations nor a canned change methodology would fly with this client's culture, Trium designed an interactive process, casting a cross-functional leadership team with the job of driving change. Trium collaborated with this “change agent” team through a process of analysis, diagnosis, recommendation and implementation, elevating leadership mindsets, skills, tools, and approaches along the way. The goal: create the foundation for an organization-wide transformation. Working with Jeffrey Pfeffer, change agent and senior client executive teams, Trium led a parallel breakthrough process in which roles were clarified, mindsets redirected and behaviors calibrated to support the change agent agenda.

Client Impact

During the first month of full implementation, OTP was the best it had been in years. Over a one-year period, OTP climbed by 30% to 40% and continues to improve. Real cultural transformation is equipping the client for breakthrough success as it enters its third era. People assume greater accountability, take ownership, make decisions faster and streamline operational execution. Executives have learned that change takes time and that long-term commitment is essential.

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