Making internal changes at IATA
Blowing away cobwebs
I arrived at IATA’s Executive Office in Geneva as IATA Director General and CEO designate on 15 May 2002. Preparations for the June AGM in Shanghai, where my position would be formally approved, were in full swing. I paid great attention to what was going on, the role of the various committees and the general atmosphere.
Pierre Jeanniot briefed me, detailing his frustration with the more complex aspects of IATA’s responsibilities. I patiently took note and refrained from making comment. I also began a series of interviews with the top managers, looking in vain for a rationale behind the current system. If there was any logic at all, it appeared to be “stop change ...