![]() ![]() If you don’t have any clients, you don’t have a business. At any time, you have three overarching priorities - employees, clients, and shareholders. Know your priorities: When something goes wrong, know what your priorities are.It also means advancing the planning every quarter when a new quarter starts, make sure your planning advances too, so you’re always thinking a minimum of 2–3 years in the future. This means looking ahead to understand what sorts of technology upgrades you may need, rather than waiting until after they’re needed. Plan ahead: Leaders and teams should always plan and strategize at least 2–3 years out.Here are some specific ways executives at any company, from airlines to ticket-sellers, can avoid these sorts of failures and protect their businesses, shareholders and customers: “We’ve got a lot of people who are very unhappy with the way this has been approached.”Īnd Republic Senator John Kennedy went a step farther, stating in stark terms that the leadership at Live Nation “ought to be fired.” “They have figured it out but you guys haven’t? This is unbelievable,” she said, according to the AP. As Republican Senator Marsha Blackburn noted in congressional hearings on January 23, other major companies - including banks - deal with the exact same kind of problems Ticketmaster encountered, without failing. Turning to Ticketmaster, we see a similar situation. (AP Photo/Andrew Harnik) Copyright 2023 The Associated Press. Chief Executive Officer Jack Groetzinger, Jam Productions LLC Chief Executive Officer and President Jerry Mickelson, The James Madison Institute Senior Vice President Sal Nuzzo, American Antitrust Institute Vice President For Legal Advocacy Kathleen Bradish, and singer-songwriter Clyde Lawrence appear before a Senate Judiciary Committee hearing to examine promoting competition and protecting consumers in live entertainment on Capitol Hill in Washington, Tuesday, Jan. President and Chief Financial Officer Joe Berchtold. While no one can control the weather, leaders can shape how their companies plan for challenges, how teams listen and communicate, and how they respond when the worst happens.įrom left, Live Nation Entertainment, Inc. ![]() If Southwest’s frontline workers - pilots and flight attendants - could see the problem coming, why didn’t its executives? The only explanation is a breakdown in management practices and philosophy. They started with management that failed to plan for exactly these sorts of problems, despite warnings from their employees. It’s no wonder the problems began before the winter storms and the meltdown of Southwest’s systems. ![]() Congress and the Department of Transportation have taken an interest, and it will likely take more than frequent flier miles and promises to improve to win back the trust of travelers. Now, CEO Bob Jordan has announced plans to spend $1 billion on IT upgrades at Southwest. ![]() Safety: Bird strikes | No-fly list proposal | Could you land a plane? | Whale vs.“For more than a decade, leadership shortcomings in adapting, innovating, and safeguarding our operations have led to repeated system disruptions, countless disappointed passengers, and millions in lost profits,” a statement from the Southwest Airlines Pilots Association said. ![]()
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