From A to Anywhere: Transforming Travel & Transport
The Delivery Challenge in Aviation In today’s fast-paced and ever-evolving aviation, transport and logistics sector, successful business transformation is critical to maintaining competitive advantage and operational efficiency. Our senior change experts work with our customers to support and deliver large-scale transformation initiatives, ensuring that our customers have the knowledge to navigate these complex changes seamlessly. With extensive experience and a deep understanding of the unique challenges and opportunities within this sector, our leading change management consultants provide the strategic guidance, sector-specific insights, and hands-on support needed to empower our customers to achieve their transformation goals and sustain long-term success.
“Thanks for all your support… You’re all doing Project One proud. You’ve lived up to the reputation, brand, and the promise when we first engaged. Well done, I really appreciate your support.”
Head of Delivery Leading Airline
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Project One is 100% focused on Delivery
At Project One, we support our customers in the aviation, transport and logistics sectors to deliver complex change and transformation programmes. We work as an integral part of the programme leadership teams, playing key roles and helping to build internal capability. We provide delivery certainty through assurance, programme recovery where needed, and by embedding highly experienced delivery professionals into the team. Our proven record in aviation and wider transport includes: Delivering business-critical technology upgrades, including operational systems and passenger-facing platforms Supporting complex organisational change such as mergers, separations, and business integration Driving performance improvement across airport operations, airside logistics and maintenance functions Enhancing project delivery, from terminal upgrades to digital control systems, ensuring through-life value Navigating evolving regulatory and compliance landscapes, including safety, security, and environmental standards. We bring clarity, control and confidence to high-stakes programmes in this fast-moving and regulated sector.
We have delivered successfully in: Complex digital transformation Agile operating model adoption Business integration and assurance Mobilisation and programme support
Change Management and capability building Governance and control (PMO) leadership.
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We work in small senior teams at the top of your delivery programme
Introducing Project One
Programme Management: Translating your strategy into an executable portfolio and roadmap Mobilising and driving all moving parts of the resulting delivery Providing independent assurance to remain on-track Recovering programmes that are off-track Change Management: Building a compelling case and a vision for the change Agreeing the impacts of change across the organisation Our people are highly experienced and laser focused on delivery. We cover the Project and Programme Management (PPM), Change Management and PMO disciplines but are not limited to this. We have the maturity to understand what is required to deliver a programme successfully and the flexibility to do what is necessary.
We are an award-winning, independent consulting business specialising in major programme delivery:
We work in small, senior teams at the top of the delivery programme providing expert leadership, and orchestrating activity across suppliers and internal teams Our core services include Programme Management, Change Management, and Governance and Control (PMO) Our consultants have 15+ years’ experience delivering complex change, and our work is assured by our Consulting Directors We work customer-side, bringing independence and genuine advice with your best interests in mind We bring capacity and experience to increase the pace of delivery while helping customers to build their internal delivery capability Recognised as one of the UK’s Leading Management Consultants by the Financial Times in 2025. As a small, independent firm, this is a measure of the impact that we have, working alongside customers to deliver big things.
Planning and orchestrating the changes required Realising the benefits and embedding the change
Programme Management Office: Defining the required governance and control processes Assessing maturity of existing capability Designing, building and implementing the controls Leading and running the Programme Management Office.
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Programme recovery to become the World’s Favourite Airline
British Airways are the flag carrier airline for the UK and strive to offer a premium service to their customers. They are a truly global brand, with operations at all major airports across the world and were at one point, the world’s favourite airline. They are part of the International Airlines Group which also owns brands such as Iberia, Aer Lingus and BA CityFlyer.
The Challenge British Airways appointed Project One to lead the recovery of a stalled, multi-million- pound transformation programme aimed at restructuring its Global Engagement Centres across India, Hong Kong, Malaysia and Europe. Post-pandemic challenges included improving customer service while cutting operational costs. A Market Review was launched to determine site rationalisation and relocation, while the concurrent ‘Contact Centre Futures’ telephony upgrade was paused to avoid deploying technology to sites slated for closure. Both initiatives were merged into the Global Footprint Programme, but growing complexity caused it to stall with no clear path to recovery. Failure to deliver would leave BA with high- cost centres, fragmented technologies, and no unified customer view, compromising the viability of its in-house operations.
Our Approach The initial phase kicked off with a clear mission: uncover why the Global Footprint programme had ground to a halt. We engaged decision-makers, reviewed governance, dove deep into every project, assessed in-house capabilities, audited supplier health, and mapped out the true funding position: One-on-one stakeholder interviews to pinpoint any concerns Governance review to expose gaps in escalation and decision making Project deep dives revealing immature processes and capability shortfalls Supplier performance audit highlighting broken relationships Funding analysis showing spend vs. delivery blind spots. The team was stuck in reactive mode, morale was rock-bottom, and weekly steering groups had become nothing more than status-update rituals with no real power to unblock issues. To turn things around, the Programme Director launched five tight interventions: Rebuilt trust through targeted 1:1s with every key stakeholder Slimmed steering groups to monthly, decision- and-escalation forums with execs co-opted Installed a new PMO Lead and seasoned project managers for structure and collaboration Reset supplier ties via executive sponsorship and quarterly, in-person planning workshops Instituted weekly project-level finance checks and monthly deep dives with Finance Within weeks the programme snapped back to Green, team energy surged, and several client colleagues even asked the Programme Director for ongoing mentorship.
“Project One have really helped us to embed better project and programme management capabilities within the team, enabling us to deliver for our customers, for our colleagues and for the business. They are professional, highly skilled, outcome-focused, and they integrate really well with my team.” Director of Customer Care British Airways
The Value Add and Outcomes The Global Footprint Programme delivered all new Global Engagement Centres ahead of schedule and at least 10% under budget over two years. In Greater Delhi, CallBA’s modern offices have driven productivity, colleague engagement, and customer satisfaction. Outsourced operations in Kuala Lumpur and Bucharest consistently met performance targets. The programme now saves British Airways millions annually, while Project One has upskilled internal teams and embedded lasting transformation capabilities. The overall impact: Rescued a stalled, overspending programme through structured recovery Built trusted relationships, notably with the Director of Customer Care Brought deep transformation expertise and upskilled customer teams across all departments.
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Becoming a data-driven airline through transformation success
The Outcomes How can data be used more effectively? They have already established their new data delivery model – the coordinated end-to-end approach that brings data science, data engineering, business change and data management capability together to deliver new data innovations solutions iteratively and collaboratively with the business. To date IT has: Established our first two integrated delivery teams (or pods) Started to proactively uplift the MVP to ‘done’, as well as starting to deliver two new data innovation solutions. What’s next? Looking forward, there is more we need to do: Continue delivery of data innovation solutions through the established Pods Set-up other Pods to provide focus across the business Establish the federated data community – standardising data analysis across the business Proactively ingest data into the new hub to reduce lead time in the delivery of new data innovations solutions.
Our Approach How do they build back better?
The Challenge Project One conducted a review of IT, data, and change functions, engaging stakeholders to identify key pain points in IT-enabled change. We uncovered several interconnected issues, including: Immature strategic portfolio management and prioritisation Poor translation of business vision into outcomes and benefits Ad hoc, inflexible change delivery Weak governance and resistance to process Bottlenecks in change and SME capacity Legacy technology and underinvestment Underdeveloped data delivery model Supplier complexity and performance issues. The urgency for change was amplified by COVID-19 and economic pressures, especially in the evolving aviation market threatened by digital disruptors. Technology, data, and delivery capability are now critical for growth, operational excellence, and back-office control. Despite the complex systems and operating model, we identified actionable steps to lay the foundation for sustainable transformation and real business change.
Our customer, a fast-growing low-cost airline group, faced major constraints in IT, data, and change delivery, challenges worsened by past failed initiatives. In a competitive post-COVID market, they needed to boost commercial growth and operational efficiency by becoming more agile and scalable. To achieve this, they addressed the root causes of past failures and implemented an end-to-end improvement plan, delivering quick wins for immediate impact and foundational changes for long-term agility.
The airline’s well-established business model is built on making travel easy, enjoyable and affordable, whether it is for leisure or business, delivering long-term value to all stakeholders. Looking forward, their strategic priority must be to survive the impact of the COVID-19 pandemic and emerge a thriving business in 2021/22, building on a well-established business model to provide a strong foundation to weather future challenges and to drive profitable growth. Portfolio – Technology – Data Technology, data, capability and the delivery of change are critical to future growth, maximising business flexibility, provided by taking a simple digital-first approach. How? Change Delivery – drive simplification through a single enterprise change approach
Technology Delivery – drive digital simplification, reduce cost, drive
standardisation and ensure consistent tooling Data delivery – maximise customer insight and become the most data-driven airline. What change is needed to deliver effectively? Significant change is needed to ensure that IT are ‘doing the Right Things, in the Right Order, the Right Way, with the Right People, to get the Right Outcome’. Critical to this is ensuring the balance of the portfolio is constantly maintained and aligned to the portfolio planning events, including strategic planning and financial planning: Identify and shape Deliver and test Launch. There is opportunity to control demand and provide consistent, value-based delivery through the framework we have built. Implementing this framework would provide a consistent approach across the end-to-end delivery cycle, with the right governance and controls.
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Bringing focus, speed and rigour to a Transformation Portfolio
Our customer, a leading global airline has been bringing people, places and diverse cultures closer together for more than 100 years. Serving the community and planet is at the heart of everything they do. They have over 100+ years of service, with 30,000 dedicated staff and is flying newer, more fuel-efficient aircrafts. They are putting sustainability at the heart of their business. From creating a great place for people to work to reducing emissions and waste and contributing to the communities they serve to build a thriving, resilient, responsible business.
The Challenge The airline’s Customer Care team embarked on a three year, £35m business transformation programme to completely overhaul the customer experience. More than 35 individual projects and programmes of work had started, but the processes and procedures to manage such a complex portfolio simply did not exist which is precisely where we came in. These projects are crucial to improving the airline’s reputation and repositioning it as a leading global airline supporting many areas of customer satisfaction, resolving customer issues quicker and more efficiently and proactively supporting gold- guest list customers. Given the success of the above we were asked to conduct a short quality assurance exercise on the Airport Vouchers Digital Transformation project which resulted in a series of key recommendations to improve the delivery of the project, management focus, impacted stakeholders and highlight and focus on the massive change impact which would be part of the solution roll out.
Our Approach We brought the transformation expertise and structured delivery needed to establish a streamlined Portfolio Management Office (PMO). This included creating a single view of the portfolio, defining key processes, embedding governance, and enabling focused senior leadership decision-making. Key achievements: Implemented effective reporting and review cadence Conducted a high-level change impact assessment across Customer Care Introduced a structured approach to benefits management Supported the rollout of the McKinsey Wave tool to manage all reporting and governance Simplified the propositions process and prioritisation governance Aligned with financial planning cycles. To ensure sustainability, we helped recruit and onboard a permanent PMO lead, securing a smooth transition and ongoing continuity.
“A big thank you from me for Project One’s support over the last seven months, our PMO function is now in really good shape and already helping us to deliver our transformation more effectively.” Strategy and Transformation Manager
The Value Add To provide rigour and pace To set up effective portfolio management
Outcomes The impact on the Customer Care team has been significant. All transformation projects are now managed from a portfolio view, enabling leadership to prioritise effectively and better serve customers. These initiatives will enhance customer experience through proactive care (e.g. identifying issues like broken seats or delays in advance), active engagement, and technologies like AI to support first-contact resolution, improving CSAT scores. We’ve equipped the team with the tools and structure to manage transformation independently, with robust controls, reporting, governance, and prioritisation. Additionally, our quality assurance review of the Airport Vouchers Transformation project gave the Programme Director a clear, independent view and actionable recommendations, improving project scope, delivery, stakeholder management, and focus on change impact.
To introduce right processes and decision-focused management boards To improve the quality of reporting and instigation of new initiatives To provide innovation in thinking, different ways of addressing problem solving, creating clarity and structure.
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Our Approach When Project One joined the CRM programme, it quickly became clear that fragmented reporting and poor collaboration were holding back delivery. The readiness team relied on outdated tools like Word and Excel, making it difficult to track progress or engage effectively with the 25 agile scrum teams. To address this, Project One helped the team adopt agile tools like Confluence and Jira, streamlining reporting and improving visibility. As a result, delivery performance rose from 70% to nearly 100% per sprint. Key improvements: Unified reporting through platforms such as Jira and Confluence Replaced manual methods with real-time collaboration Significantly boosted sprint delivery success. To tackle team friction and siloed working, Project One introduced structured workshops, face-to-face sessions, and clarified roles and responsibilities. This helped bridge the gap between customer-facing and technical teams, fostering stronger collaboration and accountability. Overall impact included: Better alignment across business and technical teams Increased trust and ownership Greater confidence in agile ways of working. By improving tools, teamwork and communication, Project One enabled the readiness team to fully support CRM delivery, helping the airline stay on track and realise business value.
How a Global Airline Transformed CRM Readiness with Strategic Change Management
The Challenge The airline struggled to align its business readiness and change teams with the fast-paced CRM programme. With change specialists split between customer service and corporate teams, conflicting perspectives and a lack of cohesion emerged. The readiness team solely responsible for business preparation had to coordinate with 25 scrum teams on two-week sprints, but lacked the technical understanding and accountability to effectively relay critical updates. High project manager turnover, organisational silos, and rapid delivery cycles further compounded the issues, leading to delays, declining customer satisfaction, and a demoralised team. Without a structured Change Management approach, the programme’s potential was at serious risk.
The airline launched a £40M CRM transformation to enhance customer experience and unlock over £60M in benefits. To ensure lasting success, Project One was engaged to help the business change team build a robust Change Management framework.
The Value Add and Outcomes Change management led to a major turnaround in CRM readiness and adoption. The business change team took ownership of their roles, gained clarity on technical delivery, and crucially earned the trust of the wider business. For the first time, teams felt confident in the CRM programme’s direction, especially during key planning sessions. With agile tools and improved reporting in place, the team could quickly assess sprint and release impacts, aligning more effectively with business goals. The readiness team became self-sufficient and no longer relied on external support, marking a milestone in capability development and long-term CRM success. Lasting benefits included: Stronger cross-team collaboration Clearer visibility and faster decision- making Sustainable internal capability for continuous improvement. Project One Value Add Helped break down silos and embed change practices Built trust across diverse teams and complex dynamics Took a practical, hands-on approach that differentiated us from traditional large consultancies. Project One proved to be a trusted partner in delivering meaningful, long- lasting change.
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Optimising Change Delivery
Our Approach Project One conducted a series of workshops and focused meetings with stakeholders from across the enterprise, covering business functions, IT, and change delivery, to better understand their challenges, frustrations, and pain points. We then devised a number of workstreams including delivery framework, portfolio prioritisation, governance, financial management, resource management, and change operating model. Working with the Director of Enterprise Portfolio and Change and her leadership team, we mobilised these workstreams to design and develop the processes, frameworks, skills and capability requirements that addressed the identified issues and concerns. Throughout the development process we worked in a highly collaborative and iterative manner, maintaining alignment with the airline to secure ongoing buy-in, with the following outputs: Designed a tailored, pragmatic change delivery framework to underpin the programmes to support business vision and strategy Introduced a structured change operating model to prioritise the right projects and deliver them more effectively Equipped the internal team with customised tools and templates, accelerating improvement efforts without overloading internal capacity Diagnosed key failure points in previous programmes, enabling the business to learn from experience and reduce future risk.
The Challenge Project One were engaged to help the airline improve the way they delivered enterprise change. Following an initial review of existing change delivery processes, frameworks, and capabilities, we identified a variety of connected issues below: Immature strategic portfolio management and prioritisation Poor translation of business vision into business outcomes and benefits Multiple (often ad hoc), inconsistent approaches to delivering change Weak governance and controls Resistance to process Limited change expertise, and associated capacity bottlenecks Technical legacy issues and under investment Complex supplier landscape, and supplier performance issues.
Our customer, a fast-growing low-cost airline group, has experienced significant growth which has fuelled an ever-increasing appetite for strategic and complex change. In a fiercely competitive landscape they need to stay ahead of the game to continue to drive commercial growth and operational efficiency of the business. The ability to deliver effectively and efficiently, with the agility to scale when required, is critical in achieving this objective. However, their ability to execute fully on their ambition was hampered by significant issues across IT, data, and change.
The Outcomes We established a comprehensive
enterprise change framework to manage end to end change across the enterprise, from large scale, complex change to smaller scale change. We instilled improved ways of working and industry leading practices to drive behaviours and cultural adoption, and we improved enterprise collaboration and alignment through standardised processes, controls and communications.
Our Value Add Brought multiple industry best
practices and standards to inform a customised solution that was tailored to the customers environment and requirements Built trust and buy-in across stakeholders, using a collaborative, independent approach that enabled open discussion and alignment Restored confidence in change delivery through a practical and co- created improvement plan aligned with business and technical architecture.
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Mobilising the largest transformation programme for the UK’s most trusted package holiday brand
The Value Add and Outcomes By the end of our first year, the programme was successfully mobilised, with initial delivery on track. It grew from 3 to 110 team members across 7 delivery squads, and the full business case was approved by the board. The first customer-facing services launched 18 months after programme inception. Project One added value by: Implementing a bespoke delivery and governance structure Blending best practices from partners, group companies, and internal frameworks. This enabled delivery squads to operate autonomously within consistent guardrails, while ensuring transparency and stakeholder engagement. We supported internal team transitions into the new product-centric agile model, which is now running effectively with new tools and cross-company connections fostering shared value and capability growth. Once delivery was underway, we introduced Change Management expertise to define Business Readiness plans, enhance internal capabilities, and shape communications, engagement, and training for platform releases. This helped the organisation prepare for go-live, track progress, and build confidence in its transformation readiness.
Our Approach After the customer completed their strategy and vision work, Project One joined to shape the delivery programme and mobilise teams, initially focusing on vendor selection and onboarding. Leveraging our Programme and Project Management expertise, we supported the customer by establishing delivery structures, governance, and coordinating funding rounds, culminating in board approval of the three-year re-platforming business case. We assisted in selecting and onboarding the delivery partner, ensuring effective planning, resource modelling, and value for money. We also developed a tailored delivery and governance model, incorporating best practices and leadership requirements, with the goal of transitioning to in-house digital teams. Escalation frameworks were set up to manage critical external deliverables. A notable aspect of the transformation was minimal reliance on existing architecture, allowing teams to focus on outcomes and adopt innovative, value-adding solutions. Key challenges included managing dependencies across the wider group and adapting to the evolving working styles of the main software vendor.
The Challenge Despite a strong brand position in the UK holiday market, the headwinds of increasing competition of low-cost market entrants, increasing customer expectations and an increasing challenge to update and adapt ageing platforms which underpin the business’s products and services meant there was a need for change to maintain and grow performance. Therefore, a large-scale business technology transformation was required to deliver a new technical platform which could better support their services to meet this changing demand. The legacy product, sales and servicing platform had been in place for over 15 years and had been highly customised during this time with the result that any changes to the platform came with high development and testing costs on a long lead time but struggled to deliver requisite value, hindering the business’ agility and ability to adapt in the evolving market. The internal digital delivery capability was in place but recognised a need for organisational transformation to adopt a product centric approach, embracing agile ways of working, to better align and respond to market demand.
Our customer is one of the UK’s largest holiday companies offering carefully chosen hotels, resorts and villas in the most amazing places underpinned by access to the extensive global air travel network of its parent company and wider group, putting them in a unique position to create holiday packages with convenient flights across the globe. “You’ve done an amazing job bringing structure to the programme and doing so whilst always being calm and considerate. You’ve taken everything in your stride and led the way.” Senior Delivery Lead
“Thanks for everything. You’ve been an integral part of initiating the programme and getting our business case approved. You’ve left us in excellent shape!” Head of Strategy and Digital
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One: New Revenue Management System The approach focused on replacing a 25-year-old custom-built revenue management (yield optimisation) system with a modern SaaS solution, designed to optimise inventory and revenue using true origin-and-destination data rather than point- to-point, targeting an uplift of £200 million in annual revenue. To support this transition, several internal applications were enhanced to bridge functionality not yet available in the SaaS platform, including tools for forecasting and proactive customer and staff upgrades. The mutli-million costed programme involved coordination across multiple suppliers, the software vendor and internal teams. A SAFe (Scaled Agile Framework) delivery model was adopted, enabling multiple scrum teams to drive development and manage regression testing across all selling channels - both internal and external. Our Approach Two programmes were delivered by Project One:
Digitally transforming commercial platforms to drive revenue growth and customer service
Two: Orders Data Store Cloud Migration This involved modernising the customer’s internal implementation of a legacy platform, which captures near real-time booking data from another industry specific system. ODS serves as a critical data source for multiple business applications, operational processes, and reporting functions. The existing solution was out of support, hosted on-premises, and prone to performance issues and outages, posing significant operational and financial risk. The project focused on upgrading to the latest version of this system, migrating the platform to cloud to ensure a seamless cutover for a dozen dependent applications. With a tight budget, the initiative involved close coordination with multiple vendors, a cross-functional third-party delivery team and internal support teams. The new cloud- based solution has delivered substantial performance improvements and eliminated the instability and disruptions caused by the legacy system.
The Challenge Our customer faces the ambitious challenge of
“I wanted to recognise and thank Project One for the incredible contributions across our programme and your consultant leading various workstreams on the programme. No easy job, decommissioning a legacy system built in the early 90s whilst enabling a new service expected to generate a significant amount of additional revenue across the coming years. Co-ordinating, coaching, leading, facilitating and plenty of gentle coercion whilst building strong relationships across all areas of the business to help drive us forward.” Head of Delivery Commercial Platforms
transforming its Customer & Commercial digital offerings to create a seamless, modern customer experience. The technology function must navigate the complexities of developing and managing a wide range of customer- facing and commercial platforms, while consistently delivering outcomes that exceed customer expectations. Within this, the Revenue Management & Sales product team is tackling a particularly intricate and fragmented portfolio, currently undergoing major transformation amidst multiple enterprise-wide change programmes. There is a critical need for robust Programme Management to bring clarity, control, and delivery assurance across a fast-moving and technically diverse landscape of initiatives.
The Value Add and Outcomes New Revenue Management System It is estimated that the implementation of new Network Revenue Management platform will enable an additional ~£200m of revenue per annum It will also set the foundation for future transformation projects to evolve the customer offerings and experience. Orders Data Store Cloud Migration The new cloud-based solution has delivered substantial performance improvements and eliminated the instability and disruptions caused by the legacy system It fundamentally de-risked the potential to disrupt operations and time dependent reporting. Project One value Add: We brought transparency, clarity and control to the programmes which enabled straightforward decision making and aided in delivering on time and within budget.
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Shaping a clear strategy for digital transformation to enhance cabin crew experience
The Challenge This global airline faced several operational and technological challenges that hindered the crew’s ability to deliver seamless service: Fragmented digital tools: Crew members used multiple disconnected applications (their central document repository, their customer passenger information lists, their crew flight companion app, etc.), creating inefficiencies and frustration. Lack of governance: The absence of structured decision- making meant that new digital tools were often developed in silos without considering the end-to-end crew experience. Overwhelming number of requirements: More than 166 requirements were initially identified across multiple teams, making it difficult to determine where to focus investment. Technical constraints: Some requirements were not feasible due to existing system limitations, requiring close collaboration with their Digital teams, IBM, and other vendors to explore realistic solutions. Without a structured approach to prioritisation, feasibility, and governance, the airline risked investing in disjointed solutions that would fail to deliver meaningful impact for cabin crew.
A leading global airline was on a mission to enhance its cabin crew digital experience by consolidating fragmented applications into a cohesive, intuitive, and efficient platform. The Cabin Crew App Strategy aimed to streamline workflows,
improve service delivery, and enhance operational
coordination for crew members. With a growing number of digital tools; including a cabin crew supporting trip app, a personal development app and a meal ordering app. This recognised the need for a clear, structured approach to prioritise and integrate crew requirements. To ensure the strategy was practical, data-driven, and aligned with business goals, Project One was engaged to lead the discovery phase, consolidate requirements, and develop a roadmap for implementation.
Our Approach Project One led a structured discovery and prioritisation process to focus investment on high-impact, feasible solutions. We engaged over 85 crew and operational leaders through interviews and workshops to uncover pain points and align digital needs. A Crew Feedback Report highlighted key inefficiencies and areas for immediate improvement across the organisation. From 166 initial requirements, we refined a focused list of 27 for Year 1, assessed technical feasibility with the Digital team and IBM, and developed a £1.39M business case for core capabilities. We also established a governance model with strategic, tactical, and operational oversight, created a phased Year 1 roadmap, and ran vision workshops to ensure leadership alignment.
Outcomes Through Project One’s structured approach, the airline achieved cross-functional alignment and a shared digital strategy. It streamlined over 160 crew requirements into a prioritised, fundable roadmap, secured Year 1 investment, and established governance to support long-term transformation. Crew experience insights were enhanced, ensuring future digital investments are both crew-led and operationally sound. The result is a clear roadmap and governance framework, laying the foundation for a modern, integrated cabin crew experience.
Project One Value add Independent voice to align siloed teams Practical delivery expertise, not just theory Rapid mobilisation with visible impact Balanced empathy for crew with commercial focus.
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Our Approach We were brought in at a critical time to lead the programme through recovery and drive delivery to ensure it would meet the business requirements upon go-live and ensure the required quality and governance standards were addressed and adhered to moving forwards. We worked with the business leadership to address the challenges and resolve them step by step to get the programme back on track – We supported their decision and action to change delivery partners, where they negotiated with the supplier to terminate the contract and recover some of the costs We then conducted a thorough analysis of the business needs and the system requirements to ensure alignment to the vision and objectives whilst addressing changes required as well as identifying the gaps and the risks We lead the process to engage and onboard a new supplier who had a proven track record of delivering similar systems It became apparent that they needed an agile delivery model that involved frequent testing and feedback from the users and the stakeholders so we helped them implement this model We developed a recovery plan that outlined the scope, the timeline, the budget, and the benefits of the new system Ensuring regular communication and transparency with the stakeholders and the customers, to better manage their expectations and concerns through implementing a dedicated and robust change management workstream including other activities.
CRM Transformation: Navigating Change in a Global Airline
The Value Add and Outcomes The new system was successfully delivered within the revised budget and timeline, and met the quality standards and the user satisfaction criteria. The programme team, comprised of internal staff plus 2 Project One Consultants, received positive feedback from the stakeholders and the customers, who praised their resilience, professionalism, and innovation. The new system enabled the organisation to improve its efficiency, productivity, and customer service, and to achieve its strategic goals. We helped build the change and programme management capabilities of the internal colleagues involved and they learned valuable, real time lessons on how to manage complex, high-risk projects, and how to adapt to changing circumstances and expectations.
The Challenge A global airline group needed to transform it’s approach to CRM. They had an aging, disjointed stack of legacy systems that weren’t fit for purpose to deliver exceptional customer service. They were looking to implement a new CRM solution that could manage millions of interactions, giving their teams a 360-degree view of the customer, and help to create tailored offers and services. Two years into the programme they started to encounter challenges across delivery, change fatigue, supplier performance & management and people alignment. Something needed to change.
Faced with mounting delivery challenges, change fatigue, and misaligned systems, a global airline group’s ambitious CRM transformation programme was at risk of failure. With millions of customer interactions at stake, they needed urgent intervention to recover momentum, realign stakeholders, and deliver a solution that could truly elevate customer experience. That’s where we stepped in.
“Project One driving us forward getting ready for our Go-Live. It doesn’t go unnoticed and we’re all incredibly grateful for all of your help and support.” Head of Delivery
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enquiries@projectone.com projectone.com
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