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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real change • real difference
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