Shaking things up at Willis Tower
Mar 8, 2015, 6:55 pm
#46
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In an company the size of United, SVPs, and even VPs, operate with significant autonomy in running their business. I'm sure they have budget and business goals, but outside of periodic reporting, I don't think the CEO gets involved in the details. Smisek is a convenient scapegoat, but people overestimate the capability of a CEO to get involved in some of the things he's blamed for.
Mar 8, 2015, 9:17 pm
#47
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Who said anything about Smisek? I wondered if the new SVPs will be empowered. That doesn't have anything to do with whether or not Smisek breaks cashews with a hammer personally...
Mar 8, 2015, 9:37 pm
#48
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I had a talk with a long term sCO employee the other day. The feeling is that everything comes down to cutting cost - there is not that passion about flying anymore under Smisek.
Mar 9, 2015, 4:34 am
#49
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http://youtu.be/zzEiU2E1Qa8
Here is a video of her from one of the Continental DOs at Continental corporate office in Houston. This is just part of what she talked about. She went into great detail on many things. She was great. I was learned a lot and was impressed with what it takes to get catering done. She wanted to know what our experiences were with food service on our flights. She genuinely cares about how we felt and was serious about making sure catering was top notch.
Here is a video of her from one of the Continental DOs at Continental corporate office in Houston. This is just part of what she talked about. She went into great detail on many things. She was great. I was learned a lot and was impressed with what it takes to get catering done. She wanted to know what our experiences were with food service on our flights. She genuinely cares about how we felt and was serious about making sure catering was top notch.
Yes Sandra was nice and very professional. A good choice for the job.
I just wish we would see who is running MileagePlus these days.
Mar 9, 2015, 6:43 am
#50
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Of course Jeff doesn't involve himself in the minutia of each department.
He does, however, set the strategy and culture of the organization. You can bet someone reaching VP/SVP at a United-sized company is an expert at reading the CEO and knowing how to match their department to what the CEO likes.
These folks are going to be all about ancillary revenue, (fake) efficiency, and "operation quality". You aren't going to get "loyalty to frequent flyers" and "operational excellence" initiatives out of them.
He does, however, set the strategy and culture of the organization. You can bet someone reaching VP/SVP at a United-sized company is an expert at reading the CEO and knowing how to match their department to what the CEO likes.
These folks are going to be all about ancillary revenue, (fake) efficiency, and "operation quality". You aren't going to get "loyalty to frequent flyers" and "operational excellence" initiatives out of them.
Mar 9, 2015, 6:59 am
#51
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We haven't, however, yet seen much evidence of the operational excellence that you mention.
Mar 9, 2015, 8:30 am
#52
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Correct. I stated that "loyalty to frequent flyers" and "operational excellence" are not part of the United brand story anymore. The direction the CEO has set does not include these, so there is little chance these new executive leaders are going to make them a priority.