Striking the right balance among the various factors affecting operational performance can help any airline improve profitability, regardless of network strategy, region, or price point. Five guiding principles will lead any airline towards the best solution. We address specifically the biggest single challenge that most airlines face: integrating decision-making across organizational silos and planning horizons.

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INTEGRATED DECISION-MAKING

Organize decision-making across planning cycles and silos to break down the silos and provide a single source of truth.

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THINK BIG, START SMALL

Work in an agile manner. This is key to funding the journey with early wind and building credibility among frontline staff.

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VALUE

For all operations decisions, ensure optimal tradeoffs and find winwins among customer satisfaction, operational performance, employee engagement and profitability. Create transparency on cost curves across the company.

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TRANSFORMATION

Ensure that the right technology tools are available to enable the business transformation that unlocks value

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IN-HOUSE CAPABILITIES

Develop in-house digital operations capabilities as a source of competitive advantage, and develop solutions fully tailored to your strategy.

Integrated decision-making

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ALL HORIZONS

Leveraging operational performance, customer satisfaction, efficiency and employee engagement to achieve the ultimate objective of maximizing profitability

Measuring real-time performance

Supporting design decisions around one single source of truth in data and creating transparency on cost curves throughout the organization

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12-6 MONTHS BEFORE DoOPS:
PLAN STRATEGICALLY

Take an integrated and de-averaged approach to plan resources strategically

Schedule for optimized revenue, on time performance and cost tradeoff

Examples: Schedule or fleet buffers, fully integrated resource planning, and optimized tradeoff between commercial and operational needs

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3 MONTHS UNTIL DAY BEFORE DoOPS:
SET UP FOR ROBUSTNESS

Combine multiple sources of information and constraints and compute the date in a short time

Examples: Risk-based tail allocation, swapping tail or crew assignments, and proactively cancelling (set of) flights

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DAY OF OPERATIONS:
EXECUTE AND MANAGE DISRUPTIONS

Combine multiple sources of information and constraints in real-time to deal with minor and major disruptions

Examples: Delay vs. leave vs. cancel, gate/crew/tail swaps, wait/no-wait for frontline staff, call reserves, and allocation of ground resources based on priority flights or turns

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Full Business Transformation

Tools, technology and data are only 30% of the work. Successful implementation depends on thorough business transformation.

Data Science driven by
deep business expertise

Business Transformation driven
by world-class Data Science

10%

Algorithms

20%

Technology / I.T.

70%

Business Transformation

10%: Advanced technology that works

Our tools use a combination of advanced software and algorithms to solve the biggest operations issues. We use the full range of data-science techniques.

Performance in the air and on the ground

Consider how an airline allocates individual aircraft for a region. Our tools optimize multiple factors to reduce the number of disrupted flights, affected passengers and/or delay minutes. These factors include passengers and their connections, on-time performance, real-time delay predictions for crews and their connections, and maintenance.

When an aircraft needs to be taken out of service suddenly, our tool can determine the number of swaps required and the best combination of short and long delays to avoid cancellations and fashion a new schedule. It takes only a few minutes.

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MACHINE LEARNING
& DEEP LEARNING

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OPTIMIZATION
SIMULATION

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EXPERIMENTATION

20%: Production-ready solutions integrated on top of and/or instead of legacy systems
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OPEN ARCHITECTURE, API-BASED

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MODULAR ARCHITECTURE

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PLATFORM-AGNOSTIC DEPLOYMENT

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COMPATIBILITY WITH CLOUD, ON-PREMISE AND HYBRID INFRASTRUCTURES

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CONNECTORS TO MAJOR OPERATIONAL SYSTEMS

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HIGHEST STANDARDS IN SOFTWARE ENGINEERING

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CONTINUOUS TOOL SUPPORT AND MONITORING

The Critical 70%: Rolling Up Our Sleeves

The real power of our solution lies in changing how people do their jobs. Teams come up with their own proposed improvements to processes and decision making. The primary focus of people working in the Operations Control Center shifts from urgent problem solving to analytical assessment. Operators concentrate on more strategic decision making and analysing performance during disruptions and then contributing to the next release.

Three principles to achieve Business Transformation

INVOLVING USERS

Consistent involvement of end users, from early co-creation to supporting live implementation

Working with all stakeholders to build trust and buy-in on assumptions that are used in the tools

COLLABORATING AS ONE TEAM

Working as one team to drive business ownership and enable a client’s digital teams to set up digital capabilities

DRIVING PROCESS CHANGES

Introducing new ways of working that drive progress in an agile way

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