EWR764

I thought UAL was using Bain, not McKinsey.

TWA Fan 1

Indeed...

However...

While they may not be acquiring any additional MD80's (after all the MD-88's are a newer version of the MD-80), they do operate quite a few 763's (74 in all) and they have fairly recently acquired 757's (originally operated by TW) so that they have 145 752's and 16 753's.

DL is, in fact, the world's largest operator of 752's and 763ER's...

It is true, though, that the incoming 739ER's are intended to replace their oldest 752's, so that this fleet will be eventually reduced.

halls120

Well, whoever they are using, UA isn't getting much for all the money they are spending.

fastair

That is correct. http://www.bloomberg.com/news/2010-0...-airlines.html

dgcpaphd

Thanks, fastair -

You came through like a champion, web link and all.
-

NiceLanding

I see DL used Bain as well, so it seems like they're not the ones to blame. Perhaps the problem is the client, rather than the consultant?

PHLGovFlyer

Well, that would explain much of the CS experience lately...

http://1.bp.blogspot.com/-WxF_4SwJLa...Rises_Riot.jpg

anc-ord772

I should make it clear that while RJ creep has impacted my flight options, I've been able to manage relatively well. Out of 44 (93k PQM) 2013 flights flown/scheduled on UNITED to date, only two segments are RJs (ERJ145 [ORD-ROC], CRJ200 [IAD-ROC]). That would be a personal best, but of course my travel patterns have changed from previous years.

Just wanted to show both sides of the coin, and be transparent.

bocastephen

Both are useless - a major global airline should be able to develop and articulate a strategy on its own without hiring outside consultants with limited industry experience.

I don't recall Gordon asking one of these companies for advise when he developed and successfully implemented 'Go Forward'.

UA doesn't need dimestore MBA consultants analyzing spreadsheets for opportunities for opportunities to surgically remove more cash from people's wallets - it needs a comprehensive culture and product strategy to restore employee and customer confidence and the investment to pursue an industry-leading product, and the ability to execute this strategy flawlessly through strong leadership that means and does what it says, with honesty and integrity.

Do we have those basic building blocks today? No.

fly18725

Were you in the room when Gordon Bethune ran CO? If not, I suggest you avoid make absolute statements outside your area of expertise.

While I can't (and won't) defend the outrageous fees consultants collect, there is a reason every major corporation uses their services. It is impossible for multi-billion dollar corporations to maintain staff with sufficient expertise to handle major special projects (restructuring, acquisitions, etc.). Consultants offer the expertise and manpower needed.

BearX220

Perhaps. And perhaps it's hogwash -- or, as The New Yorker famously put it, nine-tenths schtick and one-tenth Excel.

The book "House of Lies" makes for illuminating reading.

http://www.amazon.com/House-Lies-Man...l+you+the+time

I doubt it is on the bedside tables of anyone in the upper echelons of UA, as they likely believe in the talismanic power of top-drawer consultants, as well as other silly things.

bocastephen

Actually somewhat, yes - I had close friends who were in management at CO during its rebirth and I had an inside view, at least for awhile, into how the plan came together, got implemented and reinvigorated a dead brand, hostile employee group and disinterested customers....and the airline and aviation industries are well within my 'expertise', being a degreed professional in this area. Because of my 'inside view' I fled years of Delta loyalty and came to CO, earned my Plat status the hard way and stayed ever since.

Gordon wasn't the easiest person to deal with and some of his decisions were often at odds with this community, but you knew he was a straight-shooter and where he stood on every issue....and you knew he was 'in charge' and the buck stopped at his door. I honestly don't know who is really 'in charge' at UA and taking responsibility for the integration problems, operational deficiencies and rampant "product chiseling" that has become the source of much frustration here.

Consultants are fine for manpower augmentation, IT projects, or business strategy for small/medium businesses, but they have no place developing strategy at a major international air carrier who should have the expertise, experience and staff on hand to do just this. If UA brought in consultants to do grunt work in lieu of adding headcount, that's fine - but offloading your core business strategy and integration planning to bunch of case-study theorists is not the way to 'own' your business and demonstrate leadership, stability and control.

Right now my perception of UA as a business is a ship navigating stormy seas while the crew run around the deck like chickens without direction and the 'officers' are sitting below deck in their bunks wondering when the storm will pass.