The departure of the CEO of Saudia, the national carrier, recently has firmly hammered one point across to executives within the civil sector.

The government of King Abdullah will not tolerate inefficiency, favoritism, and ineptitude in matters that have a direct bearing on the community.

And as the flag carrier and the primary instrument of air transport domestically, the shortfalls within the corporation evident to the public could no longer be camouflaged by well-worded PR releases.

It was only a few months ago that Dr. Khaled Ben-Bakr, the airline’s CEO, was rewarded with a contract extension for four more years. To be relieved of his post so soon after has sent shivers across heads of other civil sectors and a message to all. In a fast moving world, the government can no longer indulge the inefficiencies by chiefs of ministries and civil sectors whose primary purpose is to serve the needs of the public.

The initial reaction of some of the employees interviewed has been one of relief. Ali, a 22-year veteran with the airline, said: “Look, it’s not just about him personally. Ever since he had taken charge of this airline, we lower-graded employees had to bear the brunt of his cost-cutting methods. While favored executives got bigger and fatter, we in the junior grades had to forgo many of our hard-earned benefits. Therein lay the hypocrisy of his methods. The dismissal has given me much to hope for, finally.”

Ahmed, another employee exceptionally satisfied with the discharge, had this to say: “A company whose mission statement is to be a world class airline and a caring employer was anything but that. We have seen how the airline’s ratings have slipped dramatically to low levels in recent years. Even the regional countries that started years after us and with a lot less assets have moved past us with skillful organization with their representative airlines.”

“And a caring employer? Absolutely not! Morale among the rank and file has been at an all-time low as a result of the actions of his executives. And as their head, he has to take a major share of the blame. He allowed amateurish executives to take charge of the different divisions and kill off any motivation on the part of most of the skilled junior employees, thereby driving their work initiative to the ground.”

Omar, a general manager since the days of Dr. Ben-Bakr’s predecessor, remarked that the absence of an effective selection process for key executives had led to the deterioration of the company. “While there is a process on paper, candidates were predetermined and promoted not on the needs of the company but on their personal loyalty to their superiors, and positions were handed out based on friendships and favors rather than proficiency and skill. This has given birth to like-minded individuals who maintained the status quo even if it may have conflicted with the company’s interest.”

Adnan, an office manager, offers his perspective: “Privatization of this airline was first announced sometime in the mid-1990s. But what has happened so far? Nothing! And you know why? It is because they (the airline executives) fought it tooth and nail all the way. They were enjoying too many privileges and treating the company as a private and exclusive country club. Saudia was a fat cow to them, and they drank greedily off its milk. Why share such bounty with others? Why open it to the public and come under the inquiring watchdogs of shareholder boards?”

So what should the new CEO look for? He’s got to understand that the primary reason for his coming on board was the inadequacy of the previous organization. He must recognize that the company’s existing corporate culture will attempt to convince him that this airline is a unique one within the industry, and that the current executives hold the unique and capable qualities to run the show. He should be on guard against such arrogance and filter out these administrators quickly according to their inadequacies. The airline as a business is no different from any other, and to infer otherwise is a sham. Today’s poor position of this company’s rankings within the industry is a direct reflection of these executives’ incompetence.

Admittedly, the new CEO has come in on far loftier credentials. He was instrumental during the successful privatization of the Kingdom’s telephone giant. But does he have the savvy to withstand the existing corporate hierarchy and overcome it? Only time will tell.

But he should draw strength from the government’s decisive confidence in him, and the determination to stamp out incompetence.

It is said that when a giant falls, the knives sharpen and multiply. But Dr. Ben-Bakr was no giant.

To be fair, he should not solely be held accountable for everything that went wrong. Some in his management failed him, but the buck finally stopped at his desk. According to those in the know, the deeds of some of his immediate assistants led to such a downturn. In the meantime, the knives will continue to sharpen.