Project Wright
The issue. Philippine Airlines needed profitability improved, and management visibility improved with it. A network P&L hides the route that loses money. A monthly pack that arrives late hides the decision that should have been made last week.
The questions.
Which routes earn, which routes lose, and what has to change for the network to improve?
What does cargo have to do differently to become profitable and cash-flow positive?
How is the debt load reduced while fleet utilization goes up, including against the refleeting plan?
What operating and financial data does management need, in time to act, rather than in time to explain?
The outcome. The route structure was taken apart. Money-making and money-losing routes were named, so the network stopped being a single result. Cargo was examined as its own unit, with a path to profit and to positive cash flow. The capital structure was reviewed against the fleet plan, and the debt was pointed at aircraft that earn their keep. Key performance indicators were tied to management reporting, so the number used to decide was the number the operation produced.