McKinsey, BCG, or Bain Defined Your Strategy. Why Is Airline Execution Still Breaking Across Departments?
- Sunil Dutt Jha
- 20 hours ago
- 8 min read
The issue is not whether the strategy was defined.
The issue is whether the airline anatomy required to execute that strategy was created.
An airline may bring in McKinsey, BCG, Bain, or another strategy firm to define its future direction. The strategy may be sharp.
Grow profitable routes. Improve aircraft utilization. Increase ancillary revenue. Reduce operational disruption. Improve customer experience. Optimize crew productivity. Reduce maintenance delays. Strengthen loyalty economics. Improve airport turnaround. Digitize passenger journeys.
On paper, the strategy may look strong.
The board approves it. The CEO supports it. The transformation office creates workstreams. The CIO starts digital initiatives. The COO starts operational changes. Finance tracks benefits. Consultants create the roadmap.
But the harder question begins after the strategy is approved:
Can the airline execute that strategy across the 15 departments where airline decisions actually move?
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