Striking the right balance among the various factors affecting operational performance remains key for airline profitability. Five guiding principles will lead any airline towards the "new normal". Those who take a data-driven, action-oriented and digitally supported approach have the best chance to emerge stronger from the COVID-19 crisis. We address specifically the biggest challenge that airlines will continue to face: integrated decision-making across organizational silos and changing planning horizons.

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INTEGRATED DECISION-MAKING

Organize decision-making across planning cycles while navigating organizational dynamics. Break down the silos and provide a single source of truth.

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THINK BIG, START SMALL

Work in an agile manner which is key to funding the journey and drive “fail-fast-learn” behavior. Deliver business impact in weeks and build credibility among frontline staff.

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VALUE

For all operations decisions, ensure optimal trade-offs and find win-wins while simultaneously improving profitability, customer experience, operational performance and employee engagement. Create transparency on cost curves across the company.

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TRANSFORMATION

Unlock real value through business transformation by changing processes towards efficiency, ensuring front-line adoption and having the fit-for-purpose technology available at the right time.

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CREATE or EXTEND IN-HOUSE CAPABILITIES

Adopt proven digital operations capabilities as a source of competitive advantage and use in-house solutions fully tailored to your strategy and operational context.

Integrated decision-making

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ALL HORIZONS

Leveraging operational performance, customer experience, 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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12-3 MONTHS BEFORE DoOPS:
PLAN STRATEGICALLY

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

Schedule for profit & utilization

Examples: Fully integrated resource planning and optimized trade-off 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 data in a short time

Re-assess schedule closer to departure and optimize based on current demand and set up schedule and operations up for robustness

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 assign resources and deal with minor and major changes and disruptions

Examples: gate/crew/tail swaps, wait/no-wait for front-line staff, allocation of ground resources based on flight specifics

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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

Our tools is taking into account multiple factors to optimize profitability, fleet utilization and resource allocation. Underlying factors include passengers and their connections, flight profiles, 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

Succes factors for sustainable change include commitment, strategy and approach, governance, financial and people resourcing, and technology enablers. The real power of our solution lies in changing how people do their jobs. Digital skills and digital mindset are increasingly important as well as the ability to navigate organizational dynamics. 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 analyzing 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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