As someone who focuses on brand and culture, it’s clear to me that Alaska Airlines’ recent acquisition of Hawaiian Airlines is more than just another deal. 

On the surface, there is no brand challenge to solve for. Both the Alaska and Hawaiian Airlines brands will be retained going forward. This makes sense given the strength and role of each brand in its respective market. 

However, a closer look at some interviews with Hawaiian employees, customers and lawmakers reveals that they feel uneasy about the acquisition until they are shown how much Alaska cares about them. 

The real asset here for Alaska Airlines is the powerful heritage, values and culture of Hawaiian Airlines, which some employees and customers fear will be lost.

The coming months represent an opportunity to help new Hawaiian Airlines employees feel truly appreciated and give them clarity on the role of their brand and culture within the Alaska Air family. 

In my experience leading dozens of companies through brand and culture integration, this goes beyond the current Alaska Airlines web pages that were created to explain the benefits of the acquisition. That content is needed, but it’s primarily for investors.

To really embrace their new colleagues–who themselves set the standard for caring, respect and warmth–Alaska needs to orchestrate a cadence of authentic employee experiences for welcoming Hawaiian Airlines employees into the organization, so they feel part of the Alaska Airlines family, understand both brands, and connect with the purpose and values of both companies.

In short, culture and employee experience will be critical for the Alaska Airlines acquisition of Hawaiian Airlines to thrive. 

If anyone is up to the task, it’s Alaska Airlines, which is known for its great customer experiences. Alaska just needs to turn that powerful lens inward on its people (current and new). When it does, the sky is the limit.