Brenneman, S Theory Of Continental's Business
1. Firstly, explain how Brenneman’s leadership actions addressed each quadrant of the Competing Values Framework, and each primary practice of the 4+2 formula. Secondly, explain Brenneman’s theory of Continental’s business.
Brenneman was someone who, like most noteworthy business leaders, was invested in all 4 CVF quadrants. The article shows he had a strong focus on the Flexibility half, but primarily the Collaborate quarter. This was displayed by his willingness to engage with all employees such as mechanics and baggage handlers, even ‘helping to throw a bag or two’ (Brenneman 1997, p. 176) .By gaining a better understanding of the business he created an atmosphere where people liked coming to work (Brenneman 1997). Brenneman understood that, quite simply, if …show more content…
Brenneman makes it clear he is someone who feels Continental needs to cut down on bureaucracy and simplify overgrown processes put in place by previous staff and leaders. This correlates strongly with the findings of Nohria et al regarding simplifying structure ‘winners show that what really counts is whether structure reduces bureaucracy and simplifies work’ (Nohria, Joyce & Roberson 2003, p. 48). We can see Brenneman is still someone who has a focus on structure along with the Control quadrant but ensuring it’s one of the most streamlined aspects of business operations.
Brenneman’s Make Reliability a Reality plan again puts a strong focus towards a customer satisfaction approach, Brenneman realised Continental needed to focus on what the customer wanted. By asking the customer in seat 9c what matters most to them and more importantly what they’re willing to pay for (Brenneman 1997) he was able to construct a strong focus on customer centric business improvement by becoming an airline of choice rather than one out of necessity, one could say that Brenneman took Continental from a K-Mart to a Target (Nohria, Joyce & Roberson
Brenneman was someone who, like most noteworthy business leaders, was invested in all 4 CVF quadrants. The article shows he had a strong focus on the Flexibility half, but primarily the Collaborate quarter. This was displayed by his willingness to engage with all employees such as mechanics and baggage handlers, even ‘helping to throw a bag or two’ (Brenneman 1997, p. 176) .By gaining a better understanding of the business he created an atmosphere where people liked coming to work (Brenneman 1997). Brenneman understood that, quite simply, if …show more content…
Brenneman makes it clear he is someone who feels Continental needs to cut down on bureaucracy and simplify overgrown processes put in place by previous staff and leaders. This correlates strongly with the findings of Nohria et al regarding simplifying structure ‘winners show that what really counts is whether structure reduces bureaucracy and simplifies work’ (Nohria, Joyce & Roberson 2003, p. 48). We can see Brenneman is still someone who has a focus on structure along with the Control quadrant but ensuring it’s one of the most streamlined aspects of business operations.
Brenneman’s Make Reliability a Reality plan again puts a strong focus towards a customer satisfaction approach, Brenneman realised Continental needed to focus on what the customer wanted. By asking the customer in seat 9c what matters most to them and more importantly what they’re willing to pay for (Brenneman 1997) he was able to construct a strong focus on customer centric business improvement by becoming an airline of choice rather than one out of necessity, one could say that Brenneman took Continental from a K-Mart to a Target (Nohria, Joyce & Roberson