This report provides a comprehensive analysis of Flight Centre Limited, a major travel agency. It examines the company's strategic management, including its responses to challenges, the need for change, and the impact of these changes on its culture. The report evaluates the effectiveness of the leadership styles employed, particularly that of CEO Graham Turner, and assesses the success of the company's adaptations. It also suggests two initiatives to improve strategy implementation and discusses how leadership might differ under alternative circumstances. The analysis incorporates various models and resources, including those from Thompson and Johnson, to provide a detailed understanding of Flight Centre's strategic journey and performance within the aviation industry. The assignment assesses the effectiveness of Flight Centre's strategies, leadership, and adaptability, and highlights key factors contributing to its success.
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