Embracing and Exploiting Industry Turbulence: The Strategic Transformation of Aer Lingus

Denis G. Harrington, Thomas C. Lawton, Tazeeb Rajwani

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review


Turbulence has become a constant, with an oxymoronic “predictable unpredictability” nature. What does this mean for enterprising, visionary chief executive officers (CEOs)? Turbulent industries presage that CEOs need to react ever faster and more creatively to take opportunity of the risk to which their competitors are exposed. The Aer Lingus case demonstrates that the need for effective, path creating leadership in corporations has never been greater. The airline’s needs enabled the expansion of its leadership capacity by developing opportunistic vision, versatility and connectivity. Leaders can start to embrace turbulence and release value by moving along the cost-service continuum as a process to improve productivity and regain market momentum.

Original languageEnglish
Title of host publicationStrategic Management in Aviation
Subtitle of host publicationCritical Essays
PublisherTaylor and Francis
Number of pages8
ISBN (Electronic)9781351897716
ISBN (Print)9781315242323
Publication statusPublished - 01 Jan 2017


  • Aer Lingus
  • Airline management
  • Leadership
  • Strategic transformation
  • Turbulence


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