Why adaptability is the only strategy that lasts

In 1833, a bookstand opened in Edinburgh. Today, that that same company is the largest aviation services company in the world.

Menzies Aviation’s flightpath has been full of twists, turns and turbulence. However, one thing has been constant – adaptability. Menzies recently completed its acquisition of G2 Secure Staff, doubling its presence in the U.S. In the next 12 months, it will handle five million aircraft turns at 350 airports.

That journey, from selling newspapers to keeping aircraft, passengers and cargo moving  worldwide, shows what reinvention looks like.

Transformation rarely happens by accident. When the news distribution industry began to fade, the business pivoted. It took its expertise in cargo handling and applied it to a growing sector with global reach. That decision was bold, but it was grounded in experience and driven by necessity.

Adaptability demands leadership

Too many businesses wait until decline is irreversible before they act. They treat transformation as a last resort. The smarter ones move early. That kind of decision requires more than operational agility. It demands strategic courage.

Adaptability means challenging assumptions, letting go of legacy models and committing to new directions. In today’s climate, where disruption is constant, adaptability is the only strategy that lasts.

Find your strength – and focus on it

The move into aviation was not a leap into the unknown. It was a calculated evolution.

Decades of experience in moving goods, managing time sensitive deliveries and operating in complex environments translated directly into ground handling, cargo services and fuelling operations.

Reinvention rarely starts from scratch. It means recognising what you do best and applying it in new contexts. The most successful transformations build on existing strengths. They take what’s proven and make it relevant again.

The challenge is that those strengths aren’t always obvious. If you’d asked most onlookers in 2000 what the company’s strength was, they’d have said high street retail: selling newspapers.  Inside the company, there was recognition of strengths in logistics, freight and aviation.

Transformation is a mindset

The acquisition of G2 is a milestone but it is part of a longer journey. It reflects a mindset defined by relevance, growth and leadership. Businesses that treat transformation as a one-off event will struggle. Those that embrace it as a permanent state are more likely to succeed.

In aviation, change is constant. Technology evolves, regulations shift, customer expectations rise. The response at Menzies has been to expand the footprint, enhance the service offering and position for further growth.

Transformation means anticipating change, shaping it and staying ahead. That requires investment, ambition and a willingness to take risks. It also requires humility, the recognition that what worked yesterday may not work tomorrow.

Every sector faces the same challenge

This is not just a story about aviation. Every sector is under pressure. Whether it’s digital disruption (especially from AI), climate transition or geopolitical volatility, the need to adapt is real. The question is not whether change is coming, but whether businesses are ready to meet it.

Readiness is not about predicting the future perfectly. It’s about building the capability to evolve, again and again. That means investing in people, technology and culture. It means staying curious, staying ambitious and staying open to change.

Reinvention is possible, even for companies with centuries of history. Not everyone will be able to make a 192-year leap from bookselling to global aviation.  But with leadership, clarity and the courage to act before the market forces your hand, you can make the move you need to adapt to a changing world.

This article was originally published in Aviation Business Middle East.