Air New Zealand and the “3C’s”

Finding the synergy between Consumer Value, Commercial Responsibility and Culture has been the key to Air New Zeland success …

“Our customer centricity, commercial focus, and highly engaged culture have made Air New Zealand the most revered company in our part of the world as reflected in our corporate reputation rankings on both sides of the Tasman.”

Mr Luxon says he will miss heading to work every day to lead the aviation equivalent of 12,500 All Blacks. 

“It has been an awesome journey and what we have achieved by working together with a common goal of supercharging New Zealand’s success economically, environmentally and socially has been nothing short of remarkable.

“I have absolutely loved the responsibility and experience of leading this company over the last seven years. It has been intellectually challenging, people centred and an absolute privilege to do this job. However, I do feel it is the right time for a new leader to take over and preserve and enhance the good things from our past, but also to put their own stamp on the organisation bringing their own personality and emphasis to the role as I did.”

He says the culture at Air New Zealand is unlike any other company and it has only strengthened as the airline introduced performance management and leadership development programmes, pioneered High Performance Engagement (HPE) with its union partners, chose to pay a Company Performance Bonus, improved its safety record and lifted its commitment to diversity and inclusion. 

“All of this has seen Air New Zealand regularly voted as the best place to work in the country. I will miss the friendship and support of all those with whom I have worked with and served.

Air New Zealand Media Release
https://www.airnewzealand.co.nz/press-release-2019-air-new-zealand-chief-executive-officer-resigns

The SUCCESS Framework – A Case Study

Many organisations throughout the world have adopted a high performance through engagement approach of some kind. Each have customised it to make it their own. That is how it should be.

In Utah, the Governor’s Office of Management and Budget call their high performance through engagement strategy their “Success Framework”. 

Watch and listen carefully to the following video and see if you can identify the following principles:

  1. A system of work that harnesses the knowledge, intuition and experience of people through improvement teams (committees). 
  2. A commitment to the safety, security and satisfaction (i.e. culture) of the people doing the work. 
  3. Leadership that facilitates people to improve the work system.
  4. The utilisation of problem solving methodologies. 
  5. A focus on increasing customer value.
  6. Ensuring commercial responsibility.
Used with permission from Utah GOMB


Inclusion powers innovation – The 3C’s – A great example

Christchurch Engine Centre is a joint venture between Pratt & Whitney and Air New Zealand Limited.

Air New Zealand’s CEO, Christopher Luxon once shared this great insight:

“The thing for me is recognising that, as a business leader, you have a responsibility to lead a company for the future, leaving it in a better place in five, 10, 15, or 20 years’ time. My job is to make sure that commercials are strong, the customer experience is great, the culture of the organisation is constantly improving.”

Pratt & Whitney follow this same strategy.  Here is a great video I came across when preparing for a recent workshop session.  It is the best summary I have seen of the “why” every organisation should work at High Performance through Engagement.

Sustainable high performance is achieved when we create a culture that is collaborative,  innovative, where we can all have confidence in what we bring to the table and where we can achieve together.

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It is all about People:

He aha te mea nui o te ao

What is the most important thing in the world?

He tangata, he tangata, he tangata

It is the people, it is the people, it is the people

Maori proverb

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