WE ADD VALUE
WE IMPROVE QUALITY
WE REDUCE COMPLEXITY
WE REDUCE COSTS
WE CAN SHOW YOU HOW
WE MANAGE INTERACTIONS
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.
BEYOND AIRLINE DISRUPTIONS 1st Edition
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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
BEYOND AIRLINE DISRUPTIONS 2nd Edition
This revised edition of Beyond Airline Disruptions is written to inspire existing and aspiring leaders, regardless of their hierarchical rank, to think afresh and act anew and to see an organisation as a flexible learning network that needs constant fine tuning and occasional upgrades to keep up with complex and dynamic changes in operational environment.
It sets the framework for a new way of planning and for connected, adaptive, decision making that learns from critical misalignment between strategy and operations manifested through operational disruptions. This makes it possible to consistently surface and address underlying causes behind real-world problems allowing leaders to inspire changes where the increase in passenger loyalty and lower cost come as natural consequences, resulting in non-imitable advantage.
‘Thinking and Managing Anew’ is a practical guide based on my diverse experience and learning from system thinkers across industries. It is meant to develop wayfinding skills by looking through the system rather than from above it. This motivates people to get together, bypassing procedures and structures that set them apart. It is a leader’s guide to reality.
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 is explained in more detail in the second, revised edition of ‘Beyond Airline Disruptions – Thinking and Managing Anew’ by Jasenka Rapajic, founder of Astute Aviation.
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