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The aviation industry is structurally different to many others. Intense competition and commoditisation has resulted in a 2% year-on-year decline of unit revenues over the past 20 years? The battle to reduce costs has continually run up against the substantial bargaining power of both labour unions and suppliers, along with the market whims of fuel prices. Constant transformation and the frequent risk of industrial action can sometimes lead to employee disinterest and unfortunately result in compromised safety for the consumer. Leaders are left feeling frustrated when their ambitions for fast-paced change run into a sluggish and change-resistant reality. You explore how airlines can transform their business by focusing on structural change and changing their silos in a cultural and business context.