Maximise your Avios, air miles and hotel points

HampshireHog 59 posts

To be fair to BA, Transformation Director roles are becoming all the more important and much more common(albeit my data points in other industries).

Organisations are struggling to articulate a purpose and strategy at the top table. Then much lower down, day to day operational changes (through an investment portfolio book of work) are designed / tested / built / deployed.

I have seen a number of firms not join the two – ie changes taking a company away from its core strategy because they haven’t aligned them (almost by accident) or not prioritised, resourced or funded them. Or sometimes balance too much regulatory and not enough discretionary investment “realise strategy” spend etc.

I interpret the role as a bit about acting as this interface and they’re probably deciding to introduce this capability rather than off load it to a McKinsey or Bain.

Pardon? For a private sector organisation share holder value should be the objective, simple. The conundrum is oft when management pursues a short term maximisation to secure their remuneration

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