Empowering Change: Finnair’s organisational readiness for a reshaped oneworld
Vallribera Magem, Carles (2026)
2026
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2026052818586
https://urn.fi/URN:NBN:fi:amk-2026052818586
Tiivistelmä
The purpose of this thesis was to evaluate the organisational readiness of Finnair in adapting to the evolving governing structure of the oneworld alliance. The objective was to support Finnair, as the commissioning organisation, in ensuring internal alignment and efficiency with the alliance-related projects. The development task consisted of designing an internal governance structure that enhances engagement with the alliance stakeholders, strengthens coordination and clarifies roles.
The theoretical framework was based on organisational change and alignment concepts, with the McKinsey 7S framework used as the main analytical tool to review organisational readiness across the related elements such as structure, systems and staff. A qualitative research approach with a thematic outcome was employed. The study was developed using stakeholder conversations, internal organisational analysis and a survey among the researcher’s peers of the other oneworld member airlines.
The insights indicated that, although adjustment to the new oneworld governance model had already begun, several challenges remained, including uncertain responsibilities, uneven communication and escalation lines as well as inefficient prioritisation and alignment mechanisms. Structured governance mechanisms and clear ownership were identified as the key enablers for effective collaboration. Based on the results, a new internal governance model was developed, which included defined roles and structured coordination and alignment forums, as well as an improved communication and liaison processes. It was concluded that strong internal alignment is essential for airlines to fully capitalise on their alliance participation when the organisation structure grows, and recommendations were proposed to support the implementation and its continuous development and fine-tuning.
The theoretical framework was based on organisational change and alignment concepts, with the McKinsey 7S framework used as the main analytical tool to review organisational readiness across the related elements such as structure, systems and staff. A qualitative research approach with a thematic outcome was employed. The study was developed using stakeholder conversations, internal organisational analysis and a survey among the researcher’s peers of the other oneworld member airlines.
The insights indicated that, although adjustment to the new oneworld governance model had already begun, several challenges remained, including uncertain responsibilities, uneven communication and escalation lines as well as inefficient prioritisation and alignment mechanisms. Structured governance mechanisms and clear ownership were identified as the key enablers for effective collaboration. Based on the results, a new internal governance model was developed, which included defined roles and structured coordination and alignment forums, as well as an improved communication and liaison processes. It was concluded that strong internal alignment is essential for airlines to fully capitalise on their alliance participation when the organisation structure grows, and recommendations were proposed to support the implementation and its continuous development and fine-tuning.