Using the case study excerpts link key elements of leadership for quality to evidence from the case studies. Using Amazon's 16 core principles, choose 6 core principles that will yield continuous change within the organization. Also, list at least one action a leader might take to effectively implement such continuous change.

Amazons Core Principles

Customer Obsession

Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers.

Ownership

Leaders are owners. They think long term and dont sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say thats not my job."

Invent and Simplify

Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by not invented here." As we do new things, we accept that we may be misunderstood for long periods of time.

Are Right, A Lot

Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs.

Learn and Be Curious

Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them.

Hire and Develop the Best

Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice.

Insist on the Highest Standards

Leaders have relentlessly high standards many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

Think Big

Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.

Bias for Action

Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.

Frugality

Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense.

Earn Trust

Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their teams body odor smells of perfume. They benchmark themselves and their teams against the best.

Dive Deep

Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdote differ. No task is beneath them.

Have Backbone; Disagree and Commit

Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.

Deliver Results

Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.

Strive to be Earth's Best Employer

Leaders work every day to create a safer, more productive, higher performing, more diverse, and more just work environment. They lead with empathy, have fun at work, and make it easy for others to have fun. Leaders ask themselves: Are my fellow employees growing? Are they empowered? Are they ready for what's next? Leaders have a vision for and commitment to their employees' personal success, whether that be at Amazon or elsewhere.

Success and Scale Bring Broad Responsibility

We started in a garage, but we're not there anymore. We are big, we impact the world, and we are far from perfect. We must be humble and thoughtful about even the secondary effects of our actions. Our local communities, planet, and future generations need us to be better every day. We must begin each day with a determination to make better, do better, and be better for our customers, our employees, our partners, and the world at large. And we must end every day knowing we can do even more tomorrow. Leaders create more than they consume and always leave things better than how they found them.

1. BRITISH AIRWAYS

In 1981, British Airways appointed a new chairperson, John King. Early on, it was noticed that the company was extremely inefficient, and a lot of valuable resources were being wasted.

To help the organization become more profitable, the chairperson decided to restructure the entire business. He decided that the most efficient way to do this was through a change management plan.

The organization soon began to reduce its workforce. However, before this was completed, the chairman - through his change management leadership - provided the business with reasons for restructuring British Airways to help prepare them for the upcoming change.

His plan saw him axe 22,000 jobs - including half of the board - replace older planes with modern jets and eliminated unprofitable routes. One of his successors, Martin Broughton, paid tribute to King for the role he played in the transformation.

He said: Lord King transformed the airline from a position of state-owned weakness to one of financial strength and global renown as a pioneer privatized carrier.

So, through leadership and communication, he managed to direct the business through an incredibly difficult time and turned British Airways into a profitable business.

2. NETFLIX

In 1997, the gargantuan media-services provider Netflix was born. Previously, the model offered customers monthly subscriptions to have movies posted to their door. This meant they avoided the late fees which traditional movie rental business imposed upon customers.

From the beginning, Netflix proved to be a disruptive organization which has likely resulted in its capability to transform and adapt to the digital world. Streaming began in 2007 for the business and meant subscribers no longer needed to wait for DVDs to come through the mail.

Netflix successfully implemented change management to meet the needs of the consumers that would begin to watch content online. At one stage, it was at a crossroads, when its long-term sustainability was dependent on how it managed the change to a digital future.

After surviving a drop in subscription numbers and stock figures, Netflix subscribers grew from 23 million in 2011 to more than 137 million in 2018. So trusting their plan worked, as the business knew DVDs were on their way out and they needed to shift gears.

3. LEGO

Legos reinvention has seen its story hailed as the greatest turnaround in corporate history. From 1932 until 1998, Lego had never posted a loss. By 2003, it was an entirely different story. Sales were down by 30% year-on-year and the brand was $800 million in debt. What didnt help their situation was that Lego hadnt added anything of value to its portfolio for a decade.

So, what happened between Legos CEO, Jrgen Vig Knudstorp, admitting that the brand is running out of cash and he wouldnt survive, and when it overtook Ferrari as the worlds most powerful brand in 2015?

Much like Netflix, Lego eventually realized that its lifespan of physical products wasnt going to have an infinite interest. After a period of expansion, this beloved toy company was near bankruptcy in 2004. With this realistic yet disastrous outcome on the horizon, Lego decided it was time to start restructuring.

To begin, the business implemented digital transformation. Instead of putting their sole focus on physical toy products, Lego is increasingly concentrating on bridging the physical and virtual augmented reality (AR) experiences.

Now, Legos revival has gone down in history. A book has been devoted to the subject - Brick by Brick: How Lego Rewrote the Rules of Innovation - while the likes of Google, Adidas and Sony all refer to it.

By finding new sources of revenue, LEGO has managed to transform its brand and keep up with the requirements of its target audience today.

4. DOMINOS PIZZA

The changes implemented by Dominos Pizza finally saw the brand lift its sales over Pizza Hut for the very time. Using savvy marketing, creative ordering methods and innovative technology, things were finally looking positive in 2010.

Back in 2008, Dominos Pizza was struggling as stock had hit an all-time low. Despite the importance the business had put on maintaining a positive brand image, its struggles were making this a real challenge.

In 2012, however, Dominos Pizza was back on its feet due to a successful change management implementation. The organizations pizza turnaround, thanks to digital transformation, rested on the

fact that key transformation players managed to convince top management to get on board. Eventually, their enthusiasm trickled down throughout the entire business.

The brand implemented new technology to support the chance. A new custom delivery vehicle with a heating oven was introduced, dubbed the DXP, which acted as a form of advertisement despite only 150 being on the road at the time.

The brand ramped up its digital efforts as well to meet consumer demand. Text messages, Alexa, Google Home, Twitter, Facebook, Smart TVs - theyre all methods used by consumers to order a pizza.

Dominos leveraged the wealth of consumer data through its custom operating system. This helped keep the transaction costs low and provided Dominos with insights about its customers. Then theres also the case of developing loyalty programs and introducing special offers to continue to drive up sales.

Despite the successful change, it hasnt stopped there. The brand has also tested drone and robot delivery - even partnering with Ford on self-driving options.

6. NOKIA

Before smartphones entered the mainstream market, Nokia was enjoying the success it had built, as the business had claimed 40% of the market share in 2007. Five years later, however, the Finnish organization was almost finished! It edged closer to disaster as shares plummeted and the company logged more than $2 billion in operating losses in the first half of 2012 alone.

The problem? Nokia realized that it had missed the opportunity to lead the smartphone revolution. Nokia then hired a new CEO and embarked on a journey to reinvent itself. After selling its struggling mobile device division to fellow giant Microsoft, the concentration shifted to network and mapping technologies.

In 2008, Nokia introduced a Booster Program that helped the company match the ever-changing aspirations of its customers, as well as new technologies among competitors. They went from nine to four business units and streamlined development into just three business units.

Nokia also purchased Siemens and then Alcatel-Lucent. The result was billions gained in shareholder value and Nokia became a full-service infrastructure provider. Nokias amazing transformation from a borderline bankrupt hardware manufacturer to leading technology players shows how major organizations can respond to serious disruptions by transforming themselves.

7. COCA-COLA

Perhaps no organization has been through change management challenges quite like the Coca-Cola Company. One example is from the 1980s when bitter rivals Pepsi started to aggressively target Coca-Cola.

In response, the latter released New Coke - a sweeter version of its classic drink.

New Coke wasnt a success and didnt appeal to the public. Coca-Cola wasted no time in replacing it with the older formula. Here, the brand was able to respond quickly to consumer preferences so that the products appeal was maintained.

It even stretches as far back as World War II. By offering free drinks to soldiers, Coca-Cola quickly marketed itself as a symbol of the US war effort. At the same time, it boosted brand recognition in destination countries that allied forces were occupying. During this process, Coca-Cola cemented its presence through 64 extra manufacturing sites across the world.

This accelerated the companys post-war global expansion strategy.