Managing the information resource of a firm focused both on “engaging with customers” and at competing “more effectively on multiple levels against the low-pricing structures offered by low-cost carriers” entailed many challenges, which Air Canada’s CIO and her team had been addressing in multiple ways.

How was Air Canada addressing these challenges in 2011?

The outsourcing approach and the IT department structure at Air Canada changed often between 1994 – when Air Canada signed its first contract with IBM – and 2011, the year the case takes place.  What are these changes and why do you think they occurred?