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Published as "Aligning identity and strategy: Corporate branding at British Airways in the late 20th century", California Management Review, 51(3), 6 - 23, 2009. © 2009 by the Regents of the University of California. Copying and permissions notice: Authorization to copy this content beyond fair use (as specified in Sections 107 and 108 of the U. S. Copyright Law) for internal or personal use, or the internal or personal use of specific clients, is granted by the Regents of the University of California for libraries and other users, provided that they are registered with and pay the specified fee via Rightslink® on JSTOR (http://www.jstor.org/r/ucal) or directly with the Copyright Clearance Center, http://www.copyright.com. This article explains the utility of adopting an identity-based view of the corporation, which underpins a diagnostic tool of identity management outlined in this article. Using British Airways as an extensive case history, it examines and analyzes how British Airways' senior executives have intuitively adopted an identity-based perspective as part of the strategic management of the carrier. The analysis is corroborated by insights from the former CEO of British Airways, Lord Marshall, as well as his predecessor, Lord King. The overriding message is that calibrating the multiple identities of the corporation is a critical dimension of strategic management.