Running head: DB FORUM FOUR REPLY TO DANTZLER 1
BMAL 504 Discussion Board Forum Four
Henry Bradtke
Liberty University
Reply to Dantzler
DB FORUM FOUR REPLY TO DANTZLER 2
Abstract
This week's assignment looks at Singapore Airlines (SIA) WHICH has an impressive record to
be ranked as the best airline in independent and customer surveys for nearly three decades. They
have been able to evolve and change as an organization, but still maintain some consistency in
their ways. SIA has set the example by continually modernizing, stretching, and serving
customers in ways that create strong loyalty and brand equity. The airline industry has
tremendous competition and there is a need for constant change to keep up with the demands of
the consumer. The case study tells about what SIA’s main ingredients of success have been.
Scholars were asked to describe how SIA success has made them vulnerable and why it is
difficult to maintain a leadership position of a company like SIA and continuously improve. In
closing, the students were asked to provide their thoughts on what world-class organizations
need to do to improve and change continuously.
Keywords: change, continuous, standard, and improve
DB FORUM FOUR REPLY TO DANTZLER 3
BMAL 504 Discussion Board Forum Four
The author of this paper was asked to reply to the threads of at least two classmates that
had reviewed the case of “Singapore Airlines: Continuous Service Improvement,” from
Managing change: Cases and concepts. This week’s assignment once again provides an
opportunity to analyze individual and organizational approaches to changes and the impact of
those changes. Scholars then needed to reflect on how Singapore Airlines (SIA) had been able to
continuously change in this case study. Students then were asked to describe how SIA had been
able to do this through the decades and answer the requested prompts they were provided for this
week’s assignment. The subsequent parts will contribute to Joseph Dantzler’s discussion board
post by expounding on what he has already nicely added for fellow classmates to ponder.
Reply
The author of this reply appreciated the well-written discussion board post by Joseph
Dantzler. Dantzler made several good points for one to ponder as this scribe perused the thread
that had been put up by him regarding Singapore Airlines (SIA) and their continued success
through the years. An excellent point Dantzler brought up was what world-class organizations
need to do to improve and change continuously is to be innovative by figuring out ways to
provide “more for [the customer's] money” which people come to expect (Jick & Peiperl, 2011).
When connecting with the customers though, we must remember to not do it blindly by
following what they say, but rather by what they mean (Drummond-Dunn, 2016). When finding
out properly what they mean, it may be possible resolve the issues these customers may be
having. To help guide us this way we need to look no further than Proverbs 1:5, “Let the wise
hear and increase in learning, and the one who understands obtain guidance” (English Standard
Version). By doing this it will also help with Dantzler’s point of thinking ahead for the customer
DB FORUM FOUR REPLY TO DANTZLER 4
and providing what they may not know what they need. Another idea I agree with Dantzler on is
that senior leadership must constantly be preparing the next generation of leaders to lead them in
the future. Those wishing to be twenty-first century leaders need to develop the capability to
exploit opportunities generated by the external pace of change and turn those opportunities into
growth avenues for the organization (Rivera, 2017).
DB FORUM FOUR REPLY TO DANTZLER 5
References
Drummond-Dunn, D. (2016). Innovation and creating shared value: The highly effective habits
of innovative organizations. Journal of Creating Value, 2(1), 40-55.
doi:10.1177/2394964316628925.
Jick, T. D., & Peiperl, M. A. (2011). Managing change: Cases and concepts (3rd ed.). New York,
NY: Irwin/McGraw-Hill. ISBN: 9780073102740.
Rivera, M. J. (2017). Leveraging innovation and intrapreneurship as a source for organizational
growth. International Journal of Innovation Science, 9(2), 137-152. doi:10.1108/IJIS-12-
2016-0057.
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