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The European aerospace conglomerate Airbus SE was founded in Toulouse, France, in the year of 1937. Civil and military aircraft are designed and built by Airbus in Europe and other nations outside of Europe, and they are sold by Airbus all over the globe. Commercial Aircraft, Defence and Space, and Helicopters make up the company’s three divisions, with Helicopters being the most profitable and delivering the most turbine helicopters in the industry. Toulouse, France is Airbus’s headquarters, however the company is registered in Leiden, Netherlands. SE stands for Societas Europaea, which suggests that “it may be registered as European rather than Dutch” because of its name. In France, Germany, and Spain, its shares are traded. Guillaume Faury serves as the company’s CEO and is a member of the Euro Stoxx 50 index.
The Filton facility of Airbus in Bristol had to deal with a number of change management difficulties while implementing a new Knowledge Management (KM) system. In August 2007, the study was completed. Because of delivery delays for its new A380 passenger aircraft, the firm was going through a period of crisis at this time. This report examines the impact of this crises and other cultural challenges on the introduction of the KM system at the Filton factory of Airbus in Bristol, England.
Analysis and identification of appropriately evidenced challenges and issues
Airbus, the world’s premier aircraft manufacturer, is having difficulties deploying its newly designed Knowledge Management system in this report. Airbus has designed a Knowledge Management (KM) system that includes all of the newest capabilities that may assist its staff make the most of their existing knowledge. These tools aren’t only focused on ICT-based procedures, but also on social norms and behaviours. These technologies, however, are not being used to their full potential because of internal and external causes. Several of these elements are mentioned in the report, and there is opportunity for more debate on their significance in the resistance to change. In this scenario, a typical set of conditions is shown when an organisation tries to implement a new policy. Observing Airbus’ problems in this research will help in better understanding how to manage change in big businesses and improve or apply knowledge management strategies.
The report demonstrates that Airbus’s Knowledge Management (KM) team is struggling and facing severe resistance from the KM system’s users and contributors. A Knowledge Management (KM) system has been built and released by Airbus, but its employees aren’t utilising it to its full potential. Reluctance may be due to the company’s organisational structure, culture, and financial situation. When a message from the top is sent to the bottom of a hierarchical structure, its original meaning may be altered. In spite of the dedication of senior management, it’s possible that KM projects aren’t properly incorporated into day-to-day operations. The functional manager normally requires a clear picture of long-term benefits and company strategy conformance if a project is to be undertaken. One way an operational manager might influence workers is to show them how the planned action would ease their current worries. One of the two managers may be selected, and the situation dictates which one. As a consequence of this, the lives of the KM personnel will be made simpler. To designate a single person to a task under this organisation, it is difficult to pinpoint who is responsible for a blunder. It is possible that the operational and functional aspects of a task may collide, making it impossible to complete the activity.
Selection and application of appropriate theory and research
There are eight steps to a successful change process, which include creating urgency, forming powerful coalitions, establishing a vision, communicating it, removing obstacles and empowering employees to take action, creating short-term wins, consolidating gains, and anchoring change in the company’s culture, among others. The following data illustrates Kotter’s eight-step model:
Creating Urgency
An organization’s success may be greatly influenced by the belief that change is required. The more people are aware of an issue and can understand how it may be solved, the more likely they are to support a change. This may be accomplished by encouraging open discussion regarding Airbus’ current situation and its potential future path. A good method to get things started is to set up a discussion forum where people can voice their concerns and explore possible solutions. Kotter thinks that 75% of a company’s management must be on board with a change in order for it to be effective. In this way, he emphasises the need of preparing well before embarking on the transformation process. Instead than merely wanting to change, this stage generates a ‘need’ for it. When it comes to the likelihood of support and ultimate success of the reform, the distinction is quite essential.
Forming powerful coalition
If management of Airbus don’t form a coalition, it will be quite difficult for them to carry out the whole reform process on their own. To be as successful as possible, the coalition they form should include a diverse group of individuals with a variety of backgrounds, talents, and perspectives. Through the coalition, the management’s message can be disseminated across the organisation and duties may be delegated to ensure that everyone is on board with the change. Team members that work together, complement each other, and can motivate each other to work more will make your life simpler and the change more likely to succeed.
Creating a vision for change
Employees at the bottom of the organisational ladder may have difficulty grasping the complexities of a change programme. A vision that is simple to grasp and encompasses the organization’s entire goal is a good method to get everyone on board. It is essential that this vision be both straightforward and inspiring in order to achieve its full potential.
Communicating the vision
Once the vision has been established, it has to be shared across the company. Taking use of the alliance they have set up is a great idea since they’re likely to have contacts in every department of the company. It’s critical to keep reiterating this message since it’s possible that other messages are being circulated.
Removing Obstacles
To ensure that Airbus’s change project is successful, it is critical that the management follows the first four phases, but they should also keep an eye out for any obstacles. There will almost certainly be some roadblocks in their way, whether they come in the form of people, customs, laws, or even physical obstructions. Determine these issues early on and use the available resources to break them down without affecting other sections of the organisation.
Creating short term wins
Individuals may lose interest in a project if they believe their efforts have been in vain, and this may have a negative impact on the project as a whole. Because of this, it is critical to illustrate the benefits of the new method by securing some short-term successes. Additionally, short-term goals might help motivate and guide Airbus. These victories may be used to re-energise employees and keep them on board with the transformation.
Building on the change
Complacency may lead to failure in many change processes, when projects are not completed correctly. Therefore, according to Kotter, it is critical to maintain and consolidate the change long after it has been achieved. Setting objectives and analysing what may be done better can help you keep improving.
Anchoring the change
It’s not always enough to just influence the behaviour of workers to bring about a shift in the company’s culture. To have a long-term impact, the adjustments must be integrated into the foundation of the business. In order to spread the change across Airbus, the management need to keep key stakeholders on board, encourage new workers to accept the changes, and celebrate those who do so.
Recommendations and conclusion
The recommendations that needs to be provided will be given in details below:
The actual coordinating and reporting processes that are in place are also included in the organisational structure of a corporation. The three other parts of the building influence and are influenced by the structure. A company’s ability to use the unique talents and abilities of its personnel may be hampered by a lack of structure.
The allocation of duties and responsibilities among a company’s many divisions and organisational levels is addressed by rights of determination. By addressing questions like who makes decisions, how many people are engaged, and where one person’s power stops and another’s starts an organisation may identify its decision rights.
There must be a business culture or leadership that provides rewards, incentives, and inspirations for workers in order for a firm to achieve its objectives. Using this construction component, you may influence an organization’s culture and values as well as its direction. This fundamental building component serves to link the individual’s aspirations to the company’s overarching objectives.
The management of Airbus places a high value on ensuring that key decision-makers have easy access to the data they need. With this information and communication system, workers may get insight into the company’s long-term goals and other critical information as well. This component of the construction includes a mechanism for managing knowledge.
