Malaysia Airlines Culture Transformation
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I joined Malaysia Airlines in early 2010 as the Head of Customer Service, a newly created and newly appointed position. The initial two-month training had a focus on “Managing Communication”, which I had attended for most of my working life. When we left training, I found myself struggling with basic techniques to manage customer interactions. My attitude towards customer interactions had evolved, which had come from my experience at two of my previous jobs, both with British Airways. The first few days at Malaysia Airlines’ Customer Service were a bit confusing, which can
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Malaysia Airlines is a global carrier based in Kuala Lumpur, Malaysia. It is one of the largest airlines in the region, serving 206 destinations worldwide with an annual revenue of US$2.42 billion (FY15). It operates the largest fleet of Airbus aircrafts in Asia Pacific and has grown into one of the leading carriers in Asia Pacific. Malaysia Airlines serves passengers with high levels of personalized service through its “Malaysia Connect” service. check over here Its corporate culture
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As you may recall, on September 15, 2018, Malaysia Airlines Flight 17 crashed while over Ukraine, killing all 283 passengers and crew. This tragedy, of course, hit Malaysia Airlines hard, and as I started researching and working on this case study, I couldn’t help but be moved by the deep-rooted problems that have been plaguing this airline since its beginning. At the time of the accident, Malaysia Airlines had been operating since 1995, and
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The airline industry is one of the most competitive in the world. Malaysia Airlines, the national airline of Malaysia, is part of the global aviation giant, Malaysia Airline System Bhd, the largest aviation holding company in Asia, with 11 airlines operating in Indonesia, Singapore, Thailand, the Philippines, Vietnam, Australia, and the US. In the 1970s, Malaysia Airlines was established in Kuala Lumpur, with a fleet of three MD-80 aircraft. my latest blog post The airline was launched in
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1) Goal The goal of our culture transformation program is to build a positive, open, collaborative and respectful workplace culture, where our employees feel valued, are motivated and have the opportunity to contribute to the achievement of our organizational goals. 2) Approach Our approach is to build a culture of learning and continuous improvement, using an inclusive, results-based approach. The transformation will focus on five key areas: • Employee engagement – encouraging and empowering our employees to feel part of the team, to be account
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Over the last few years, Malaysia Airlines has undergone a significant culture transformation. In order to achieve this transformation, the airline invested heavily in its staff’s training, professional development, and customer-focused culture. Malaysia Airlines started this transformation in 2017, as part of a larger corporate-wide program. During this time, the airline underwent a complete overhaul of its culture, including staff engagement surveys, training sessions, and feedback mechanisms. The first step towards this transformation was