Organization and Culture Change at Los Angeles World Airports

The situation. Los Angeles World Airports (LAWA), operator of Los Angeles International, Ontario, Palmdale and Van Nuys Airports, required a new organization structure and an enhanced operating culture to enable it to accomplish a new set of business objectives. The organization, previously structured to provide efficient service while developing a comprehensive Master Plan, was now faced with the challenge of increasing service quality in the ever-intensifying competitive environment of its industry and delivering an unparalleled series of complex and expensive revitalization and construction projects. The Schnur Consulting Group was retained to develop a cost-effective, employee-lead process to improve internal efficiencies, enhance service, drive performance gains and, in the process, create a culture that was more adaptable, resilient and one capable of sustaining growth.

Key objectives. The goals of the project included:

  • Identifying and implementing a new organization structure, one capable of increasing efficiency, service quality and executing its Master Plan
  • Developing the foundation of a new operating culture, one that significantly improved cooperation, collaboration and effectiveness
  • Creating a high-performance leadership team
  • Improving internal communications
  • Increasing the ability of staff functions to drive business performance, and, ultimately,
  • Increasing the likelihood of the organization to complete the revitalization and construction projects on time and on budget.

Project scope. Activities included:

  • Conceiving and implementing a new organization structure
  • Development of the foundation of a new “building” culture
  • Designing and assisting in the execution of a comprehensive communications plan
  • Creating an employee-driven process to enable culture change to be directed and achieved from within, and
  • Development of metrics to track the progress of change.

Benefits achieved. To date, benefits include:

  • A new organization structure
  • Clearly-defined behaviors essential to a building culture
  • Creation of an employee-led “design team” to oversee the culture transformation process
  • Creation of a set of “sub-teams” to assist the Design Team in developing and implementing communications, training/education, and metrics.