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Part of the SNHU MBA 620 Module 7 discussion board assignment. The exploration of organizational capabilities as a crucial driver of long-term business success is both timely and essential. Contrary to traditional emphasis on direct performance metrics, this paper argues that the nurturing of these capabilities should take precedence in strategic planning. Drawing from Bititci’s 2015 perspective, the study asserts that high-performing companies prioritize the development of their organizational capabilities over immediate performance indicators. The scrutiny of two contrasting firms, referred to as Company A and Company B, provides a practical backdrop for our investigation.

This paper, part of the SNHU MBA 620 Milestone Two Assignment, provides an extensive analysis of TransGlobal Airlines, focusing on key aspects such as organizational culture, financial performance, and market analysis for the purpose of determining whether TransGlobal Airlines should acquire either Company A or Company B. The paper evaluates the potential for an acquisition using a balanced scorecard approach to measure performance in various areas. A detailed comparison between Companies A and B examines their compatibility with TransGlobal Airlines in terms of finances, strategy, and operational synergy. The report highlights the costs, benefits, risks, and overall fit of each company to guide decision-making for the airline’s acquisition target. The recommendation section emphasizes the need for thorough due diligence in strategic decision-making for acquisitions. It stresses the importance of considering strategic, financial, and cultural factors when evaluating potential companies for acquisition. While not disclosing specific findings, this document provides a comprehensive framework for effective decision-making in corporate acquisitions tailored to the air transport industry.

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