Introduction Sabena Belgian World Airlines was started in 1923, headed by Carlos Van Rafelghem who later suffered a stroke in 1990, calling for a new leadership. Godfroid was later selected to head the airline and his industrial restructuring skills were seen as an added advantage. By this time, the airline had faced major challenges, including losing its monopoly in European routes. Given the government’s unwillingness to support unprofitable airlines, the industry suffered significantly from unfair competition. However, due to its tendency to higher many citizens, Sabena Airline enjoyed government protection by covering its losses, with an aim of protecting employment. As a result, this excess number of employees made the company to suffer from inefficiency. Until Godfroid took charge, the airline’s image had been tainted, thus the new leader had a huge task of bringing change and driving the company towards a competitive advantage. Statement of the problem When Godfroid took over, the company faced some long-term problems that included:  1. Excess staff members who did not have the appropriate skills for their positions, as they were employed due to political reasons;  2. Competent leaders faced hindrance from unmotivated employees, hence unable to play their managerial role appropriately;  3. The company faced the problem of poor customer service and poor marketing requirements;  4. The management avoided direct communication with its employees;  5. Effective supervision was not carried out as a result of poor leadership, while management accountability was absent. The company also experienced a stream of losses and the national debt was growing; therefore, Godfroid took over a company that was on the verge of bankruptcy. Short-term problems included  1. High fuel costs that resulted from the gulf crisis;  2. Passengers cancelled traveling plans due to the unstable conditions of fuel prices, hence resulting to low profits for the airline;  3. Low wages for the employees was evident, and due to the poor management, employees were hardly rewarded. Poor management was evidenced by lack of clear job description and organization chart, resulting to lack of coordination. Godfroid had been put in a challenging position of achieving profitability and a competitive advantage by averting bankruptcy, and eliminating the mismatch between debt and equity. Causes of the Problems The financial situation of Sabena continued to deteriorate, a situation that the Belgium government had to take control of for some time. The government had volunteered to absorb small losses until the company was stable enough, as long as the airline provided jobs for citizens; however, the airline could not handle the pressure and made significant losses by 1990, almost heading to bankruptcy. Primarily, appropriate recruitment and selection process was not followed, as most employees had been employed for political reasons other than qualifications. Therefore, the skilled leaders ended up being frustrated, resulting to them quitting the company. According to Odden (2011, p.9), recruiting the right personnel for the right job is productive to the company; therefore, the highest performing organizati