Summary JetBlue Airways, the newest entrant in the airline industry, has quickly moved through the early stages (entrepreneurial and collective) of the organizational life cycle under the successful leadership of David Neelman. JetBlue Airways is currently in the formalization phase of the life cycle where it must create procedures and control systems to effectively manage its growth. Additionally, as it grows to reach the development stage, JetBlue must continue to align with the environment in order to maintain its sustained growth. JetBlue: Entrepreneurial Step David Neelman realized his vision of creating an airline focused on customer service. when starting JetBlue. During the start-up phase or entrepreneurial phase, most businesses usually engage in the activities of marketing the service and/or product. But Neelman, recognizing the needs of the industry, raised enough capital before starting JetBlue because the airline industry is a capital-intensive industry. His entrepreneurial style and prior experience allowed him to identify the core service value of “Improving the Low-Cost Passenger Experience” that he wanted JetBlue to provide. Neelman wanted to use technology to provide a better customer experience at a low cost. Some of JetBlue's planned technology activities include a state-of-the-art revenue management system, paperless tickets, and more. His extensive experience allowed him to identify external factors that would affect the business, such as a simple check-in and boarding process. , hassle-free ticketing procedures, etc. This highlighted its ability to adapt to ever-changing customer needs. Neelman instilled the culture of ... middle of paper ...... and these needs. But customer preferences keep changing and, for example, customers may expect to have an Internet connection during the flight in order to complete their work tasks. By having a customer study group constantly analyzing customer needs and modifying operational procedures to adapt to needs, JetBlue can effectively align with the external environment. During the initial stages, all employees were satisfied and identified with the company culture because it was an enjoyable and fun challenge to start from scratch and build a new airline in difficult times. By effectively promoting teamwork and managing employees in small teams, JetBlue can instill small business thinking in employees and continue to create a positive environment for employees.Bibliography:JetBlue Airways: Starting from Scratch HBR Case