 Summary  Founded 1979  Subsidiary of Delta Airlines in 1999  Corporate Culture Crisis  25 th Anniversary Approaching

 Research  Multi-tiered Communication Audit  Focus Groups  Review of Communication Materials  Findings: Communication Overload, Moving from command/control to participatory management

 SWOT  Strengths: CEO, Growing  Weaknesses: Mix of cultures, many new employees  Opportunities: 25 th Anniversary, involve employees in development of new vision statement  Threats: Need to maintain separate identity, weak technology, lack of coordinated employee communications

 Provided Immediate Feedback  Upgraded internet Access  Increased CEO/Employee Interaction  Enhanced Employee Rewards/Recognition  Implemented Shadow Program  Increased 2-way Communications

 Unveiled New Vision/Mission Statement  Internet  Vision Leaders  Employee Video  Manager Briefing Book  Badges  Vision Week Activities

 1-year Post Communication Audit Evaluation  Employee Engagement Survey  53% involved in team discussions about vision  66% said ASA values were important to them

 How to measure behavioral impact of original audit and engagement survey?  Strategies for seamless communication with parent company while maintaining identity?  Ways to externalize employee recognition?  Alternatives for developing a vision & mission?  Lessons for the future?