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It's a good perspective for sure. I also understand that the non-hub p2p model exposes LUV in ways it doesn't for other airline carriers. I gotta say tho - it
by pknomad 4y ago
It's a good perspective for sure. I also understand that the non-hub p2p model exposes LUV in ways it doesn't for other airline carriers.
I gotta say tho - it is extremely tiring to keep seeing "shit happened because bean-counting C-level decided to over-prioritize profits over product and the company rots from within" motif.
Happened with Boeing, GE, and now Southwest I guess.
https://archive.is/5vXIZ https://archive.is/5vXIZ
https://www.reddit.com/r/SouthwestAirlines/comments/zxg6op/the_history_of_swa_destruction_from_within/ https://www.reddit.com/r/SouthwestAirlines/comments/zxg6op/t...
- listenallyall 4y agoAs long as Southwest continues to allow not just one, but two free checked bags per person, I can't entirely buy into the "bean-counters maximizing profits" theme. They could EASILY start charging per bag, or at least for the second bag. Or for Wanna Get Away fares. But they don't. Ever. For anyone.
- milkytron 4y agoI think what the other commenter meant by bean counting CEO, is that they don't prioritize resilience and quality in their operations. In Boeing's case, they deprioritized the engineering culture with intense timelines and punished people who would want to take the time to ensure quality. This led to meeting targets, higher profits and reduced costs, but increased risk. In Southwest's case, it seems (from what I've read) that over the past two decades of CEO's, they didn't prioritize improving their backend software systems. Which seems similar to Boeing: improve profits, but increase risk.