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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real change • real difference
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