​As much as they can be seen as problems, disruptions create opportunities for improvement. We look at disruptions as  a mismatch between planned and actual operations. They are the sweet spots where the results of all systems activities and interactions become visible, changes in cost and revenue measurable, and their relational origins trackable. As such, disruptions are indispensable indicators of things that need to be improved be it the changes in cost and quality, or root causes of underlying problems that invisibly but persistently erode airline profitability and service quality. 


​Astute Aviation introduces a game-changing approach to management suitable for decision making in the dynamic and complex airline organisations. It bridges the gaps between strategy and operations and inspires internal communication and collaboration between airlines, airports, ATC, service providers, and regulators to bring longer-lasting benefits not only for industry participants and passengers, but also for the economy, society, and the environment. This approach changes the way we think about airline organisation. We start to see it as a flexible learning network that needs constant fine-tuning to keep up with changes in operational environment. This is because in a complex, unordered system planning is determined by emerging patterns instead of the past events.  

The process of disruption management inspires a new way of thinking and managing airlines. It looks at strategic, planning, and communication issues from real-life perspective, identifies interconnections between people and processes and continuously searches for space for improvement. It demystifies complexity, cuts through organisational boundaries and improves the effectiveness of system decisions. It also saves management time and speeds up decision making by focusing on vital problems, allowing deeper insights into their true origins and reducing their negative impact on airlines and passengers. The result is better service at lower costs  ​​The method for disruption management can be introduced relatively quickly without big investments, organisational changes, or running the temporary projects.


This process will be explained in more detail in the second, revised edition of ‘Beyond Airline Disruptions – Thinking and Managing Anew’ by Jasenka Rapajic, founder of Astute Aviation, to be published in September 2018 by Taylor & Francis.

For more information and to se how we can help, please contact as at jasenka@astuteaviation.com.


Selected blogposts

WE ADD VALUE

​​WE IMPROVE QUALITY

​​​​​​​​

A  s  t  u  t  e      A  v  i  a  t  i  o  n


Despite airlines' tremendous efforts to streamline their operations to minimise controllable costs and improve flight punctuality, system inefficiencies are continuously on the increase. They inevitably lead to a higher number of operational disruptions, and consequently unforeseen losses. Beyond Airline Disruptions addresses this issue by taking a wider, more strategic perspective. By focusing on prevention rather than operational fire-fighting, and laying out the hidden aspects of operational disruptions, this book reveals the significant unexploited potential for cost savings and improvements in on-time performance. It explains for the first time what operational disruptions really are, describes their costs, tangible and intangible causes, and supports the creation of strategies for decreasing system inefficiencies and minimising the risks of operational disruptions.

How to Prevent Complex Airline Systems from Drifting Into Failure

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As airlines' race for ensuring traffic growth in a capacity constrained environment intensifies, so do operational disruptions which generate an increase in cost and a decline in the quality of service. The consequences of disruptions are out of scope of airline executives due to the information gaps, preventing them from understanding  how their strategic and corporate decisions affect operational performance. Hampered by legacy information systems, management practices and organisational detachments, decision-makers across the industry have little or no understanding of the multiple origins of disruptions and their interactions. Consequently, their actions are focused on resolving local problems without being synchronised at system level. This is how they become a new source of system dysfunctions with unknown origins, and therefore no chance for improvement.  

The industry problem

Our insights

Books

​ ​T  H  I  N  K  I  N  G    A  N  D    M  A  N  A  G  I  N  G    A  N  E  W

​WE REDUCE COMPLEXITY

​WE REDUCE COSTS

WE CAN SHOW YOU HOW

WE MANAGE INTERACTIONS

All rights reserved         Astute Aviation 2018

‘Beyond Airline Disruptions is an excellent, thought provoking book. Jasenka Rapajic takes us on a very interesting exploration of the relationship between true operational excellence and financial wellbeing. She asks the right questions, identifies the wrong questions and proposes new solutions. This book is well worth reading by anyone who is interested in how the aviation industry works or in many cases, doesn’t work!’
                             David O’Brien, Director of                                Flight & Ground                                               Operations, Ryanair

‘A welcome book which throws light on a critical area  of airline management which has been totally overlooked in the literature and which is often neglected by managers. How to plan for and minimise the costs of disruptions to schedules and operations is a difficult subject but this is a very readable book.’
                         Rigas Doganis, Air Transport                            Adviser and                                                      former Chairman/CEO of                                 Olympic Airways

Our response

Slides

  

If disruptions have an opposite, it is not punctuality, it is civilized air travel. 


What is recent is easy to correct. 

                   Tao Te Ching. 


Everything that can be counted does not necessarily count; everything that counts cannot necessarily be counted.        

                    Albert Einstein


​In flying I have learned that carelessness and overconfidence are usually far more dangerous than deliberately accepted risk.                           Wilbur Wright


Every time you are tempted to react in the same old way, ask if you want to be a prisoner of the past or a pioneer of the future.                              Deepak Chopra


​​The pessimist sees difficulty in every disruptions. The optimist sees the opportunity for improvement in every disruptions.

​                         Unknown


​Disruptions are like music out of tune. People can listen to it, but not for long

​                          Unknown