The imperative to change business strategy is more pressing than ever. Just ask Southwest Airlines.

For many years, I primarily flew Southwest Airlines.

Their fares were normally lower than the competition, Midway was easier to navigate than O’Hare, and Southwest employees made the passenger experience more enjoyable.

While I was not initially enamored with the open seating policy, I grew to accept that the purchase of early-bird seating was part of the deal for me. With my busy schedule, I was unwilling to set my alarm 24 hours in advance of my flight just to avoid the dreaded middle seat.

As you may have heard, Southwest recently announced they are transitioning back to reserved seating. The decision was undoubtedly a tough one and has been met with plenty of commentary from both fans and foes. Those opposed to the decision argue that open seating was a differentiator that flyers appreciated. Those who avoided Southwest in the past because they didn’t like lining up and vying for their favorite seat may now give the airline another chance.

Whether or not I ultimately decide to fly Southwest on a regular basis in the future, I applaud their leaders’ decision to act boldly. After what I imagine was significant analysis over many years, they had the guts to make a major change despite public criticism and a potential loss of customers.

They took a calculated risk. Southwest’s leadership was certainly aware that critics would argue that the open-seating concept was never all that effective and that their competitors with reserved-seating were right all along. Still, they acted. While it’s still early days, time will reveal the full ramifications of this bold change.

There are plenty of lessons to be learned from this highly visible case study. I’ve pondered a few:

Is the customer truly king? Specifically, did consumer feedback drive this decision?

Should the bottom line be the key determinant in business decisions?

How much weight does the brand promise hold?

Undoubtedly, this important decision was looked at from every angle, and these were only a few of the issues that were explored in depth. In the end, Southwest had the courage to admit that a policy, once vital to their success, no longer served. Their industry and their customers have evolved, and to thrive in the present and the future, change is imperative.

This statement holds true for all industries and organizations. Although change or die sounds harsh — it’s a reality. Leaders are responsible for making decisions that impact their organization’s health and ability to compete. Sometimes this results in incremental, tactical shifts or adjustments. Other times, it requires a major strategic course change.

Willingness to challenge the status quo and question the utility of even the most long-standing policies and practices is required now more than ever. The pace of change has never been faster and will continue to accelerate in the years ahead. Leaders must act swiftly or be left behind.

If your organization doesn’t regularly evaluate what’s NOT working along with what is, you are on shaky ground. Determining what your organization, departments, or employees need to stop doing is just as important as deciding what you need to start doing or doing differently.

The need for change is more pressing than ever. Let the Southwest Airlines case serve as an example that even big, hard changes can and should be made.

• Mary Lynn Fayoumi is president and CEO of HR Source in Downers Grove.