Interviewed by AFRICAN AVIATION magazine in early 1994, shortly after he took over the helm of Ethiopian Airlines, Dr Ahmed Kellow said that what the national carrier needed most was decisive leadership and a clearly-defined business strategy for the 1990s, and beyond.
According to Dr Kellow, his key objectives included: setting in motion domestic airport development; drastically reducing the airline’s costs without hurting its services; developing its human resources; introducing an incentive scheme to reward staff for exceptional service; establishing a sophisticated management information system; recapturing market share and increasing co-operation with other carriers in Africa. Quite an ambitious wish-list, indeed.
Under two years later, Dr Kellow, in his quiet way, expresses satisfaction that most of these important objectives have either been implemented or are well underway. Furthermore, he notes – with modest pride – that Ethiopian Airlines’ biggest achievement resulting from its internal restructuring and rationalisation is the record profit it made in its last fiscal year. Dr Kellow, his management team and the ever hardworking staff of Ethiopian Airlines deserve credit for these achievements.
Having said this, the fact remains that this leading African airline still faces several uncertainties and major challenges as it faces the future. For example, will the Ethiopian Government give the airline a free hand to further expand – such as ordering new long-haul jetliners? Can Ethiopian Airlines withstand the challenge of encroaching competitors? Should it be urgently considering alliances with leading airlines outside Africa (such as the recent South African Airways/American Airlines link-up)? Will it enjoy management stability? The answer to these, and other questions, may well determine Ethiopian Airlines’ future. As always, we wish it well and are sure it will succeed.