Since the emergence of COVID-19, the demand for digital platforms to support stretched operations has accelerated across the industry. In order to streamline the management process and day-to-day operations, many aviation businesses are transitioning some functions online to minimize cost and manage with reduced staffing.
Concurrently, developing technology can support highly complex business processes, without the need for human intervention, for example, apps that store essential operational e-documents and systems that advise how ground support teams can improve their environmental performance.
Chaos: The Fear of Digitalization Taking Control
With multiple additional tasks introduced for operations departments since the pandemic began – managing COVID testing, isolation periods, cancellations, changes and alternate crews – processes can be digitalized quickly, at low cost, utilizing specific industry expertise to support operational efficiency and more effectively manage any unforeseen incidents or events.
Despite digitalization being increasingly adopted, providing a multitude of benefits, many fear that digitizing every process will lead to the loss of organizational control and reduced operational flexibility. Also, there is a general assumption that digital services lack customer personalization and that passenger-facing services will be adversely affected as a result, with an increase in dissatisfied customers and potentially long-term reputational damage for airlines.
Dispelling the Myth
How do you ensure the application of appropriate digital solutions and processes increase, not decrease operational control?
Firstly, when introducing a digitalized service, it is crucial to partner with a company that is proven, trustworthy and flexible. This may be gained through previous work, recommendations, positive reviews or successful experience within the industry. Ensure time is spent building the relationship at the start to thoroughly establish understanding and a mutually beneficial partnership. Once this is achieved there is a much higher probability that the digitalization process will be successful and deliver an efficient online solution that is both reliable and future proofed.
Secondly, take time to research and select the right system for your organization. Operations teams will retain full control if they have been involved from the start and have been able to identify the parts of their business that would benefit most from digitalization.
Thirdly, it is important that the chosen system is easy-to-use and accessible. For some users, technology can be a daunting prospect and associated with making work more complex and confusing. Therefore, for users to be able to adapt to the implementation of digital systems, it is crucial that the service can be easily taught and is easy to understand and use to ensure that digitalization reduces manual workload and increases efficiency. For example, Get-e's system used by airline customers to book crew transfers, is user friendly, with a clear overview of bookings and status updates shared via the portal, email and SMS.
How to Introduce Digital Processes
Establish at the start of the process what the company aims to achieve through the implementation of a digital system. Identify how it can make operations more efficient and how it can improve the customer experience. Once a provider partnership is established, an implementation plan involving all key stakeholders should be put in place to introduce the online system as effectively and efficiently as possible. This will avoid disruption to operations, user confusion and prevent the creation of additional manual processes for employees.
The introduction of digital processes can be a relatively straightforward undertaking with sufficient preparation and commitment from stakeholders. Successful implementation and targeting of efficiencies, with the right partner, can provide transformative benefits for any airline.
Roy Hughes is the commercial director of Get-e.
