Q3 - OE_Strengths What do you see as Delta’s particular strengths? "Our network without question is a strength and an opportunity at the same time. Our people. The strength of our people, the culture. By far, our values. The diversity of the company, and we have a really strong leader. Couldn't have a better leader in our current CEO. Last but not least, our customer experience that we offer. In terms of our CEO, Ed certainly has tenure with Delta. He's been able to certainly appreciate and recognize the culture. He's been in a consulting firm. He's been at other major corporations. He left Delta because he wasn't satisfied or aligned with the strategy, so the strength of operating under values that he supports is clearly evident there. …show more content…
We've become a very innovative company, but at the same time, the challenges we've had with just really, really old infrastructure. It's kind of been a brick, if you will, that has held us back from a lot of the more innovative technology applications. We have a long list to do, but we can't get to them because we've got to get our infrastructure where it needs to be. That's a big opportunity for us. It's probably the biggest. It's from a technology perspective, and I see that improving." Q5jj Using a six-point scale where 6=strongly agree and 1=strongly disagree, please tell me the extent to which you agree or disagree that "Sustainable ROIC" describes Delta. "5 [6-pt scale]. A 5 right now. We're doing everything we need to do. That's been our whole strategy. It's to build a sustainable structure and that ultimately we get credit for and separate ourselves out from the pack, and we've made tremendous strides over the last couple of years. But we've definitely got to continue to focus on that and drive our costs down, which is a challenge." Q6 - OE_StrategyElements Based on communications from Delta, what are the main elements of management’s business …show more content…
Making sure we get the return on investment with Korean and Air Mexico. Smooth transitions there, particularly when you look at the threat with the Middle Eastern carriers towards Delta. We've got to survive, and we've got to build up the strength. Continue the partnerships. Remain a global competitive carrier. The ability to invest capital to make sure that the investments we have and the capital we've got allocated in all of this infrastructure, whether it's technology or a new facility, over a billion dollars in LA, that those are on schedule, on target and particularly on the IT side that we deliver the infrastructure that we need to set us up. Then certainly around the customer experience and just operational reliability, being able to sustain the position that we have there and continue to