Why can Inamori Kazuo save JAL? He did these four things

In January 2010, Japan Airlines (JAL), the largest airline in Asia and the third largest in the world, officially filed for bankruptcy protection. Kazuo Inamori decided to save the company. Kazuo Inamori had never been involved in the aviation industry, but it only took him a year to get Japan Airlines back to profitability and ready to go public again. Many entrepreneurs have been studying this case again and again, and finally there are four insider tips discovered by experts.

Insider 1: Inamori Kazuo did not make drastic reforms when he took office, but first put forward the reasons for saving JAL: JAL's bankruptcy would cause heavy losses to Japan; the interests of 50,000 JAL employees must be protected Protection; avoid ANA monopoly and cause losses to consumers. He saved JAL not for himself, but for the country, JAL employees and consumers, who also supported him.

Insider 2: Inamori Kazuo found out the main reason for the decline of JAL: JAL people are loose-minded and not united. JAL's service has always been praised by the outside world, but it has always been superficial and stylized, and is considered "rude"; employees work independently and do things according to their own ideas, unable to form a joint force; the management is very bureaucratic and lacks crisis awareness.

Insider 3: Kazuo Inamori saved JAL with his business philosophy of respecting heaven and loving people.

Insider 4: Improve service quality!

How did he do it?

First, he explained his business philosophy. The key to achieving your new plan is focus and perseverance. Therefore, he must concentrate his lofty thoughts and strong desires and persist to the end. He made this passage into a slogan, hung it in all JAL offices, and published it on the front page of the company newspaper.

Then a cadre study meeting was held to provide in-depth education to the main leaders at all levels and tell them how to manage amoeba.

First, he educates people, unifies their thinking, and instills the idea of ??respecting heaven and loving people. His passion is to work with an entrepreneurial attitude. All transactions are made out of love. If something is done thoroughly, it was instilled in him. This is the first step, to arrest the cadres first.

Inamori Kazuo also held a monthly general meeting to preach his philosophy to employees: advocating respecting heaven and loving others, loving one's work and life, and claiming that the meaning of life lies in overcoming difficulties and improving oneself. Combined with JAL's reality, he requires everyone to work enthusiastically and consider customers from the bottom of their hearts, rather than just following work rules.

At first, some people at JAL didn't want to hear what they had to say, what they said from their hearts, what they did with passion. I don’t think it’s necessary! But Inamori Kazuo couldn't stand the monthly meetings. He talked and talked for a long time. Later, everyone became more energetic and even their eyes changed. A sense of responsibility among leaders begins to build, creating a strong sense of unity. This is how Kazuo Inamori bathed and changed JAL employees with his philosophy of respecting heaven and loving people.

Inamori Kazuo said: If a person changes his mentality and concepts, of course he can show great fighting power!

Inamori Kazuo attaches great importance to encouraging employees. In order to help JAL people rebuild their confidence, they put a lot of thought into it. First, at Shengheshu, he printed 550,000 JAL support group cards, claiming that members of Shengheshu, as well as their families, friends, and employees chose to fly JAL, and sent cards with words of encouragement at the airport. to JAL employees; Rice also visited various airports, spoke directly with employees, and asked frontline employees to express their sincere gratitude to passengers.

Kazuo Inamori always flies JAL’s economy class. Even though he shares the joys and sorrows with his employees, he doesn't get a penny of salary. These efforts are aimed at changing passenger perceptions and the sentiment of JAL employees. This powerful spirit is the most important thing that brought JAL back to life.

Improving service quality:

For passengers who can still choose to take JAL, employees decided to bow in front of passengers when the steward delivers a welcome speech, and improve the quality of food and water delivery. Efficiency, observing and meeting customer needs, expressing one's own guilt and gratitude.

Inamori Kazuo is also committed to improving on-time performance and making various preparations before takeoff, measured in minutes or even seconds. Today, JAL ranks first in the world in punctuality. If forced to delay takeoff, JAL will not hesitate to increase fuel and speed up the flight in order to land on time.

On the surface, some profits were lost, but it was well received by customers, so there were downlines, word-of-mouth, and a customer base.

To sum up, Inamori Kazuo did three things: 1. Successfully introduced the operating mechanism of the Amoeba team. 2. Successfully instilled his philosophical ideas and completely inspired the work enthusiasm of JAL's 50,000 employees. 3. Cut off some business lines with serious losses and a group of employees who cannot adapt to development. He did this. Let's think about it. Kazuo Inamori, once again, is a natural asset. Can one person change the situation of bankruptcy? No, his great skill lies in integrating 50,000 people to work hard for one goal and motivating 50,000 people to sincerely serve customers.

If one person says sorry, these passengers can hear 50,000 sorry words; if one person smiles once, passengers can see 50,000 smiling faces. So he gives a complete glow to people's spiritual thoughts.

This is Tao, a typical Tao, respecting heaven and loving people, and the God of Management truly deserves his reputation.