Fasten Your Seatbelts. Must Airlines Must Go Digital First to Soar Above the Competition?
We recently caught up with esteemed Business Agility Day speaker, Roman Lobus, to learn more about the story of Singapore Airlines.
The core business of Aviation, to no surprise, is to transport passengers from point A to point B. However, Roman points out that to keep pace with technological change, airlines are urged to become more tech-savvy and adaptive. One of the most obvious challenges that airlines are dealing with is achieving the agility they aspire to, due to rigid, long-term strategies already set in place.
Traditional organisations often come up with extensive plans, sometimes spanning three to five years. While with the right intention in mind, these ideas can become more of a hinderance when they fail to adapt to the fast-changing external environment. What we ultimately see as a result is a disconnect between strategy and execution, where teams on the ground attempt to be agile, but the overarching rigid plans prevent them from truly reaping the benefits of agility.
Flying High: The Importance of Continuous Discovery
To become agile, organisations must continuously reassess their strategies and adapt in real-time. For airlines specifically, it means actively listening to customer feedback rather than just relying on static market research.
Roman mentions that “this whole idea of agility is also about finding out that something doesn’t work before a competitor does, as that’s when it brings a lot of value”.
Meeting goals is not sufficient, and agility means more- it requires growing with the customer in mind and being ready to pivot when opportunities or challenges arise.
Avoiding Turbulence: The Bento Box Incident
One of the real-world examples mentioned by Roman highlighted how even seemingly well-laid plans can go awry. Known for its high-quality food service, Singapore Airlines once attempted to introduce a new sustainable “bento box” meal. Roman went on to explain that while the initial concept was positively received, once it was delivered on flights, passengers felt it cheapened the brand’s premium image. The lesson here is that, regardless of the thorough planning and testing behind something, outcomes can be unpredictable, especially on a large scale.
Strategic Flexibility and Organisational Challenges
Transitioning to an agile model can be challenging, even daunting, for larger organisations. Changing course can disrupt the momentum of established practices, affecting flexibility, and moreover, comes at a high cost. Having said this, cultivating a strong awareness of market dynamics and the ability to make early adjustments is vital for maintaining a competitive advantage.
As a wrap up, airlines and organisations must consistently adapt their strategies, engage with customers in real time, and welcome flexibility in their operations. Those who achieve this balance will be better equipped to navigate the complexities of a constantly changing environment.
