Jungle: I should have clarified my point. Senior Executives and the BOD have no concern for the welfare and success of the employees. They might say that they do. But when push comes to shove, they will do whatever they need to in order to ensure their own survival and/or wealth, even if it comes at the expense of the employees, as often is the case in the insane airline business.
Novaqt: So true!
Jungle: UA Senior Mgmt was FORCED to care about the pilot slowdown in the Summer of 2000. But that was a problem of their own making. During ESOP, Senior Mgmt promised seemless post-ESOP contracts.
Novaqt: We were promised Industry Leading Seamless Contracts.
Jungle: Jim Goodwin and the other in-over-their-head execs, i.e. Rono Dutta, severely miscalculated and went off on their US Airways conquest instead of first giving the employees what they were promised. And it nearly broke the company in half.
Novaqt: James Goodwin was a puppet of Stephen Wolf. How he made it out of the accounting department into the ranks of senior management and then to CEO was beyond me. James Goodwin is intellectually inferior and had no business getting as far as he did in the company. That was a recipe for failure. Dutta, on the otherhand had the brains, but lacked leadership skills. He was there because of pure politics of the day. The same was true at USAirways. Both Wolf and Rangwal came to USAirways from United to fulfill Wolf's merger of the two airlines. It was a big big mistake not to go with John Edwardson. Greenwald wanted Edwardson to follow him, instead, somehow Goodwin was selected over Edwardson
Jungle: It took years for UA to turn customer ill will around. They let that debacle go on for the entire summer in 2000, which just goes to show how incapable of running UA they were. The only reason UA Mgmt and the BOD cared during the Summer of 2000 is because they finally realized they had a huge problem that had to be dealt with.
Novaqt: You are absolutely correct. Goodwin and Dutta were in way over their heads. They took their eyes completely off the ball then to focus on the USAirways merger. Companywide, low-level and mid-level management were away in Chicago for months to work on the proposed merger and were away from the day-to-day running of the company. For those managers left behind to run the day-to-day operations was too overwhelming for them and workloads backed up or did not get done.
Jungle: But you can make the point that they also knew that any chance for success in the US Airways merger fiasco meant they HAD to settle with the pilots and get them onboard.
Novaqt: True, but I'm not sure they did recognize this until it was simply too late.