1.When an organization enters the institutionalized state, it has no guarantees that things will remain the same and anchered in a new way of doing business. What facters can disrupt the stability of this state? What should Alaska Airlines monitor and manage to ensure the sustainability of the transformation? 2 How should the senior leadership of Alaska Airlines work with subsequent levels of leadership to continue to grew and develop them to reinforce the changes that have been accomplished? 3.What are the risks to leadership and culture being too firmly stuck in an institutionalired state? 4.Given the institutionalized state that Alaska Airlines has achieved, how should it change its selection, assessment and development systems in terms of identifying and developing leaders? 5. What can Alaska Airlines do to teach others how it traversed these states in dealing with the operational challenges, while also benefiting Alaska? 6.If you were to calculate Alaska Airlines' return on investment for the change process, what would you choose for the key inputs, mechanisms and outcomes? 7.How can the lessons learned most effectively in this organizational transformation be shared with new employees five years from today