INFO6215

INFO6215: Business Analysis & Information Engineering

Mid-Semester Interview
Who they interviewed? (Intro) and why you selected them
- I had the privilege of interviewing my sister, Suvarna Viravalli, who is a
project manager at Oliver Wyman Consulting. I take pride in this interview
because she has extensive experience as a consultant, having worked on
diverse projects in various domains. As a consultant, her primary
responsibility is to address problems and develop solutions that are
adaptive to different situations. She is currently working in the aviation
industry, and her client is Delta Airlines. This interview provided me with
valuable insights into the consulting industry, which is an area I aspire to be
a leader in. As we are progressing ahead in world you have events like the
pandemic happening or a war like situation it causes a domino effect in
every sector as the supply chain is so inter connected with each other its
bound to creep through every industry. This very challenge and solution
oriented profession drives me as its very skill dependent and needs us to be
innovative rather than follow the traditional methods of coming up with a
solution. There were persist conditions where we should overhaul the
business models which is very exciting. Overall, I am grateful for this
opportunity and look forward to applying the knowledge gained from this
interview in my future endeavours.

What were they solving for with their implementation/ change?

- The COVID-19 pandemic caused a major disruption in the aviation industry,
leading to a standstill in operations. Every stage of the supply chain had to
be restructured to ensure pandemic-proof operations. As part of her role,
she was responsible for restructuring the supply chain process for cargo and
airport operations. In the cargo department, she devised a business plan for
transporting goods safely across multiple countries, minimising the risk of
transmission. She also streamlined the process to ensure seamless and
efficient transportation from point A to B. On the ground, she optimised the
cargo loading process, making it faster and more efficient, to ensure timely
flights in busy airports like Atlanta. As cargo takes up good chunk of the
airlines profit it was essential to streamline and with the air travel plus cargo
demand being more than 4x times post pandemic.Additionally, she had to
resize certain departments , allocate resources & financial budgeting based
on needs, a difficult decision-making process. This was another reason why
I chose her as it was very close to what the ADKAR model stands for where
it involves making a transformational change in the work place. This case

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was more interesting as she was an external i.e consultant but not actually a
company employee which makes to a mammoth task to bring about
changes due to having either enough fellow employee interaction or actually
aware of the dynamics of that work place and the structure. It was vital to
know about the internal structure and the the environment for her which was
very limited.

Retrospectively, what worked? What could have been improved?

- Overall, the restructuring of the cargo supply chain and transportation
proved successful and boosted profits for Delta Airlines. Her expertise in
this area allowed her to work with freedom and optimise the process for the
client. Her being an aeronautical engineer first and then later pursuing
masters in aviation management has complimented her very well in
addressing situations which involve any sort of mechanical engineering. In
this case it is the cargo supply chain overhauling, it becomes easier when
you are already aware of how the mechanics work and add your
management specialisation to that it gives a different perspective. That was
another reason why she was given this project because of the dual skillset
she possess at a very early stage. This resulted in boosting company’s
revenue by $11 million and reflected In the company’s Q4 financial results.
There was one issue where she could’ve probably improved it further and
she saw a scope to make it even better but that involved the project being
extended and costing more to the company but would long term benefit the
company. She did not push enough to pursue it where she only took it up
with her company’s partners rather not the client first. If you would’ve
approached the client first and laying out a full plan with necessary numbers
and visualisations to extend the project so that’s something she has
highlighted and regrets it as when you are a consultant only good does not
suffice you want to give the best service and always look for scope for
improvement. However, she faced several challenges in tasks such as
budget allocation, resizing departments, and resource allocation. These
challenges were compounded by communication barriers, as she could only
communicate with senior managers and not directly with other stakeholders,
such as employees. This limited transparency and hindered the adoption of
new models in the workplace, which goes against the ADKAR model. In
hindsight, she could have addressed this issue with higher authorities in the
company and explained why she needed more access and freedom to
implement changes and improve communication with all stakeholders.

What were the lessons learned? And/or how did it set them up for future
success?
- One of the major takeaways from this experience was the importance of
communication in introducing new models in the workplace to promote

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sustainability and pave the way for innovation. There were many challenges
and key takeaways from this experience. Got to learn how to modify
business models and adapt to new conditions which the industry hasn’t
seen before and its not easy to pivot from the regular market
implementation. It was a huge deal as it involved millions of dollars worth of
project and when you are the project manager there is additional pressure.
She got to learn and experience on ground work where for the entire tenure
of this project she had to be on site literally on the airport premises and that
involved dealing with the mechanics, cargo holders and the airport
authorities , the experience which you get on ground than working from your
office or your home desk it gives you a different perspective and then aware
of the conditions which you have to deal with which you may have not faced
on a desk job. Additionally, the importance of asset management, including
budgeting and managing small details such as screws and bullets, was
highlighted as a vital skill in the financial and consulting industry. With the
new systems in place, operations have become more efficient and do not
require any further upgrades or changes unless another unprecedented
event occurs that affects the industry.

Own learning from the interview?

- Restructuring a company can be a complex and challenging process. It
typically involves changes to the company's organizational structure,
operational processes, and workforce. During this process, it's crucial to
effectively communicate with all stakeholders involved to ensure that
everyone is aware of the changes, the reasons behind them, and what to
expect.Stakeholders in this context refer to anyone who may be affected by
the restructuring process. This includes employees, customers, suppliers,
investors, and even the broader community in which the company operates.
Effective stakeholder management is crucial for anyone in a leadership
position during a restructuring, as it can set them apart from others and
enhance their project management skills.One of the biggest challenges of
restructuring a company is resizing teams or relocating individuals. This can
be a difficult and emotional process, especially if the leaders involved have
no firsthand experience with the employees affected. It's essential to handle
this process with care and sensitivity, taking the time to communicate with
affected employees and offer them support and guidance throughout the
process.Effective communication with stakeholders is essential for a
successful restructuring process. Leaders must be transparent and clear
about the reasons for the restructuring, the expected outcomes, and any
changes that will occur. They must also be available to answer questions
and provide support to those affected by the changes.