Czech Airlines Technics turned a loss of 35 million CZK into a profit and reduced turnover by half.
Czech Airlines Technics turned a loss of 35 million CZK into a profit and reduced turnover by half.
Our methods are tested in practice with large organizations across various sectors. We do not create theoretical models – we implement real changes from design to execution.
Our methods are tested in practice with large organizations across various sectors. We do not create theoretical models – we implement real changes from design to execution.
50 %
reduction of turnover
+25 %
overachievement of recruitment goals 2024
21 million CZK
gain in the second year of transformation
Challenge:
Challenge:
Loss, high turnover, and distrust in management
Loss, high turnover, and distrust in management
After turbulence associated with the separation from the parent company and the impacts of the COVID-19 pandemic, Czech Airlines Technics (CSAT) faced a number of critical issues:
Employee turnover reached 12%, disrupting project continuity.
Economic downturn – the company had to recover from a deep loss (-35 million CZK) to a sustainable profit.
Poor atmosphere and low trust – employees perceived management as incompetent.
Rigidity and low flexibility – decision-making was slow and resistance to change was high.
CSAT needed to stabilize the team, increase productivity, and change the corporate culture to be prepared for future challenges.
“Strategic transformation is not about changing a logo or a slogan. It’s about setting clear priorities, cultivating trust, and creating an environment where people want to contribute to the company’s success.”
Filip Hurda, CEO Kogi
After the turbulence associated with the separation from the parent company and the impacts of the COVID-19 pandemic, Czech Airlines Technics (CSAT) faced a number of critical issues:
Employee turnover reached 12%, disrupting the continuity of projects.
Economic downturn – the company had to recover from deep losses (-35 million CZK) to achieve sustainable profit.
Poor atmosphere and low trust – employees perceived management as incompetent.
Rigidity and low flexibility – decision-making was slow and resistance to change was high.
CSAT needed to stabilize the team, increase productivity, and change the corporate culture to be ready for future challenges.
“Strategic transformation is not about changing a logo or a slogan. It is about setting clear priorities, cultivating trust, and creating an environment where people want to contribute to the company’s success.”
Filip Hurda, CEO Kogi
Solution:
Solution:
Strategic and cultural transformation
Strategic and cultural transformation
1. New Strategy and More Efficient Processes
Creating a clear mission, vision, and strategic goals for all levels of the company.
Eliminating duplicate activities and implementing 51 specific initiatives to improve efficiency.
Modernizing IT systems and designing two new customer services.
2. Transformation of Corporate Culture
Reorganizing key departments and redefining leadership roles.
New recruitment strategy, strengthening the employer brand, and increasing wage competitiveness.
Implementing a performance measurement system and linking compensation to productivity.
Enhancing managerial skills through assessments and development plans.
Setting clear standards of behavior and team rituals to improve collaboration.
3. Intensive Change Management
Establishing the role of change manager to support the owners of change initiatives.
Regular strategic meetings and transparent communication between management and employees.
Systematic collection and evaluation of feedback to maintain the momentum of change.
1. New Strategy and More Efficient Processes
Creating a clear mission, vision, and strategic goals for all levels of the company. Eliminating duplicate activities and implementing 51 specific initiatives to improve efficiency.
Modernization of IT systems and the design of two new customer services.
2. Transformation of Corporate Culture
Reorganization of key departments and redefinition of leadership roles.
New recruitment strategy, enhancement of employer branding, and increasing wage competitiveness.
Implementation of a performance measurement system and linking remuneration to productivity.
Strengthening managerial skills through assessments and development plans.
Setting clear standards of behavior and team rituals to improve collaboration.
3. Intensive Change Management
Introducing the role of a transformation manager to support owners of change initiatives.
Regular strategic meetings and transparent communication between management and employees.
Systematic collection and evaluation of feedback to maintain the momentum of changes.
„We were very satisfied with the cooperation with KOGI. Their structured approach and flexibility were key. They provided us with the support that allowed us to take responsibility for the change. We appreciate their human approach, which strengthened the trust between the teams. Our cooperation has been very successful and we look forward to continuing.“
Vladimír Müller, member of the board of CSAT
„We were very satisfied with the cooperation with KOGI. Their structured approach and flexibility were key. They provided us with the support that allowed us to take responsibility for the change. We appreciate their human approach, which strengthened the trust between the teams. Our cooperation has been very successful and we look forward to continuing.“
Vladimír Müller, member of the board of CSAT
Results:
Results:
Improvement in all key areas
Improvement in all key areas
• Reduction of turnover to 6.2%
• Moving to profit from -35,000,000 CZK to +21,000,000 CZK in the second year of transformation
• Over-fulfillment of recruitment targets by 25% for the year 2025
• Positive changes in atmosphere and trust in management
„Improvement in the atmosphere and behavior of management as well as among people is a big step forward for me. I see positive changes in the approach to employees and in more effective communication across teams.“
Employee CSAT
• Reduction in turnover to 6.2%
• Turnaround to profit from –35,000,000 CZK to +21,000,000 CZK in the second year of transformation
• Overachievement of recruitment goals by 25% for the year 2025
• Positive changes in atmosphere and trust in management
„Improvement in atmosphere and leadership behavior among people is a big step forward for me. I see positive changes in the approach to employees and more effective communication across teams.“
Employee CSAT
Czech Airlines Technics
Czech Airlines Technics (CSAT) is a leading company in the field of aircraft maintenance, known for its long-standing expertise, breadth of portfolio, and high standards. The company provides services ranging from heavy and light maintenance to the management of landing gears and aircraft components.