The paper "Causes, Triggers and Drivers of Disastrous Opening of British Airways Terminal 5" is a perfect example of a business case study. The civil aviation industry is dynamic and unpredictable. As one of the leading airlines in the world, British Airways has gone through turbulent times as they tried to initiate change in their operations. This was witnessed during the opening of the British Airways Terminal 5. The British Airways Terminal 5 was opened on March 27 in 2008. The terminal had cost 4.3 billion pounds and had taken around two decades for construction.
This was a great initiative to effect change in airport operations. The company was taking this initiative to cater to the increasing volume of customers and be able to survive the competition. British Airways (BA) and the British Airport Authority (BAA) were fully involved during the implementation of this project. During the opening of the terminal, problems arose that led to the cancellation of 30 flights. The problems came from baggage, security, parking space and the terminal itself. This report analyses the causes, triggers and drivers of the chaotic opening of the terminal, how the opening day of the terminal could have an impact on the position of the BAA and BA and how to counteract the impact of the opening day on the company.
The report also looks into other change factors that came about due to the chaotic opening date and also the effect it had on stakeholders. The British Airport Authority functioning since inception will also be looked at based on change patterns. 1 Causes, triggers and drivers of disastrous opening of terminal 5 One of the causes of the chaos during the opening of terminal 5 was inadequate precautionary measures.
The terminal leadership failed to take relevant precautionary measures during the opening of the terminal. During the opening of new terminals, there are always chances of a risk occurring. The management ought to have known this from the other cases which had happened. By taking this risk of not putting precautionary measures in place, the leadership failed in ushering in the change.
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