Case Study Pearson Change Management Plan Toronto Pearson International Airport has been in the spotlight over the last couple of years in terms of its seemingly poor management of passengers through the terminals and security checkpoints. The time from entering an airline check in line to exit from security screening is currently from 2-4 hours. Once a passenger is fully checked in and screened, additional delays in departure time occur in wait times for airplanes at the gate (not due to late airplane arrivals). Additionally, the amount of misplaced baggage has made news headlines around the world. Both on site and off site Parking has been problematic and can add 1-2 hours and large costs, as well as traffic congestion and poor service to get to Pearson from the city of Toronto adds additional time. Passenger behavior is degrading, as well as workplace behavior amongst employees. In the last 10 years Pearson has undergone a multi Billion dollar upgrade that was supposed to make it world class, but because of the problems complaints are now being received from the media, Federal Government / Transport Canada, MP's and airlines. Very bad media coverage comparing the costs of the upgrade to the poor performance is impacting Pearson employee moral. Some causes can be attributed to airline inefficiency, but because the problems appear to be systematic across all airlines, Pearson is being looked at to solve these. Constraints The physical layout cannot change. There is very little funding to hire more people so funding must be prioritized to alleviate the biggest issues or pursue the best opportunities. Raising usage fees to airlines may contribute to airlines sending more flights to Hamilton, Ottawa or Buffalo airports. Raising passenger user fees may contribute to the same.

Assignment: As a change agent, your task is to articulate a vision of change in the airport's processing times for passengers from the current 2-4 hours to half that. For Part 1 you shall... 1. Prioritize the issues noted above in a list. For each, explain your reasoning in one sentence max. 2. BONUS - if you think of an additional high priority (or low cost item) that is not stated above, add it and justify why it applies. 3. As funding is limited, I) pick one or two of the top priority items to add to an Action List , and as well II) identify any priority items that need little money to change and add to the Action List. 4. For each item on the Action list Identify the foreseen benefits and costs (eg pros and cons of doing each). Consider also time, effort, positive/negative impact on staff, passengers and community, media and reputation, airlines, etc. 5. For each item on the Action list describe the current state and what the changed state of each should look like. Provide both Qualitative and Quantitative views. 6. For each item that didn't make the action list describe what the risks of not doing are, and what you recommend can be done to mitigate these risks. 7. Create one paragraph message that will used to communicate the above to Pearson management.