Jasenka Rapajic

Connect and Collaborate to Disrupt Disruptions
Astute Aviation Consulting
July 27, 2020

The profile of operational disruptions is changing. This time they are dominated by frequent strategic adjustments resulting in unknown, yet avoidable losses generated by slow and often less than appropriate response to changes in market demand. So far, the way we used to connect and collaborate to reduce disruptions haven't been successful and this needs to change.

The question is, how can we reinvent collaboration and become the co-creators of the new connected, resilient organisation where strategy and operations become closely linked? What is the role of people and technology in making this happen?

The Leadership Challenge: How To Survive Indebtedness, The Next Pandemic Hurdle For Airlines
Beyond Airline Disruptions
June 14, 2020

Only a few months ago airlines stepped into 2020 ready to be bigger and better than their competitors, buy more fuel efficient aircraft, fly more - even to busiest airports, carry more passengers with more seats in the cabin, increase retail revenue to compensate for higher costs of their operation, and hope for a more profitable year ahead. No one could have imagined that only a few months later the COVID pandemic would bring the system to a halt and that the magnitude of the current crisis would be set to leave a big mark on the future of air travel.

Can Bridging The Gap Between Theory And Practice Speed Up Collaborative Decision Making at Busiest World Airports?
linkedin
December 28, 2019

My interview with Sergio Martins, Director Air Traffic Management - Latin America, Saab Group

Major hub airports are running out of capacity needed to meet the growing demand for air travel, and many others are facing the same problem at their busiest times. And still, traffic growth at capacity constrained airports continues, accelerating the risks of disruptions with far reaching consequences on airlines, passengers, environment, and on the safety of air travel. In these circumstances, easing this problem means either limiting the volume of traffic to manageable levels (doesn’t seem feasible in the foreseeable future), waiting for strategic adjustments to take place, or freeing up some airport capacities by improving efficiency in decision making on the day of operations.

Why Do Airlines Burn Money Every Day? What They Can Learn From Formula 1 Racing Teams
linkedin
October 28, 2019

Jasenka Rapajic in conversation with Daniel Stecher, VP Airline Operations, IBS Software

Astute Aviation Consulting - Insightful Interviews

What is wrong with regulation EC261? Who is really responsible for its enforcement? Why is it disliked by both airlines and passengers?
linkedin
September 19, 2019

How much we can learn from it about how the system works, what doesn’t work, and what to do to about it?

If You Think You Understand Airline Costs, Think Twice
linkedin
July 22, 2019

Did you know that analysts claim that every year 2 trillion dollars is wasted globally due to poor implementation of strategy? The question is how big is the share of the airline industry, and what is it that drives the poor implementation of strategy, pretty visible through increased disruptiveness of air travel and unexplainable rise in costs?

How to Switch from Legacy to Systems Thinking and Make the Work Really Work for Airlines and Passengers
Astute Aviation Consulting
December 20, 2017

I had a great privilege to interview John Seddon, a rare system thinker and practitioner who proved that by managing organisation as a system can bring profound improvements in areas of revenue, cost, customer service, employee morale and capacity to innovate.

Is Airline Hubbing At Low-Fare-Low-Quality Sustainable? Are easyJet and British Airways Testing the Limits of Passenger Tolerance?
linkedin
July 21, 2017

When a low fare airline chose to set its main base at one of the most congested world airports, and a major legacy airline based at one of the most congested world airports starts offering low-fare services to its customers, it doesn’t need think tanks to say that they have chosen a very risky path ahead. These are the paths of two major carriers: the low fare easyJet ('big@Gatwick'), and a legacy, Heathrow based British Airways, aspiring to bring lower fares to its customers.

The La-la Life of Delays - Isn’t It High Time to Rethink Flight Delays and Reinvent Their Role in Aviation Management?
linkedin
June 24, 2017

Flight delays live in La-La land, way off from real world. In La-La land things look rosier. In La-La land of delays it is possible to...

Are Airline Megamergers Becoming United in Losing Passengers They Can No Longer Afford to Serve? Does This Explain the Doctor Dao Story?
linkedin
April 25, 2017

On Sunday 9th April Doctor Dao, United Airlines’ passenger, was violently dragged out from his seat just before the departure of his flight UA3411 from Chicago to Louisville. He was chosen to leave the plane against his will to make room for four unexpected employees of a partner airline who needed to get to Louisville by Monday morning to crew another flight. United originally characterized the flight as overbooked, but later said that was (obviously) not the case.

Do You Really Understand Your Business?
linkedin
April 04, 2017

Every decision we make shapes our future and future of our organisation. We may not be aware of this because we are conditioned by traditional practices which are obscuring our views of interconnected reality. The bigger and more complex our company, the less competent we become, and our business more vulnerable to even the smallest unforeseen disturbances. We are suffering from the pike syndrome.

A Time for Thought About Airport Congestion
linkedin
January 28, 2017

Is it time to soften these borders and improve the 'end product'?

Can a Bit Of Southwest’s ‘Secret Sauce’ Help European Airlines Rise Above Challenges Linked To Airport Capacity Constraints?
linkedin
January 17, 2017

In his recent CNBC interview, the current CEO of Southwest Airlines Gary Kelly described the ingredients of company’s ‘secret sauce’ to competitiveness as follows:

The Disruptive Nature of Regulation EC/261
linkedin
April 26, 2016

Can responsibility for passenger compensation be more equally shared among those responsible for flight delays?

Beyond Airline Disruptions - Thinking and Managing Anew
Routledge, Taylor & Francis
December 14, 2018

Flight disruptions continue to thrive unnoticed, invisibly eroding airline profitability and causing growing passenger dissatisfaction. This is especially critical at airports where traffic expansion outstrips airport capacities. Hampered by legacy information systems, management practices and organisational detachments, decision makers across the industry have little or no understanding of the multiple causes of disruptions and their implications. Consequently, their actions are focused on resolving local problems without being synchronised at system level. As problematic as they are, disruptions create opportunities for learning about system interactions, a solid and appropriate foundation for resolving complex industry issues.

Beyond Airline Disruptions explains how airlines can become more competitive by utilising unexplored potential for gradual, consistent and measurable improvements, centred around cost and quality of operational performance. It describes practical methods and techniques essential for turning these ideas into daily practices.

This second, revised edition features updated content that introduces a fresh approach to airline management and decision making, more in line with future industry needs. It bridges the gaps between strategy and operations and inspires collaboration between airlines, airports, ATC, service providers and regulators to bring longer-lasting benefits not only for industry participants and passengers, but also for the economy, society and the environment.

Beyond Airline Disruptions Thinking and Managing Anew, 2nd Edition
Routledge, Taylor & Francis Group
December 14, 1998

Flight disruptions continue to thrive unnoticed, invisibly eroding airline profitability and causing growing passenger dissatisfaction. This is especially critical at airports where traffic expansion outstrips airport capacities. Hampered by legacy information systems, management practices and organisational detachments, decision makers across the industry have little or no understanding of the multiple causes of disruptions and their implications. Consequently, their actions are focused on resolving local problems without being synchronised at system level. As problematic as they are, disruptions create opportunities for learning about system interactions, a solid and appropriate foundation for resolving complex industry issues.

Beyond Airline Disruptions explains how airlines can become more competitive by utilising unexplored potential for gradual, consistent and measurable improvements, centred around cost and quality of operational performance. It describes practical methods and techniques essential for turning these ideas into daily practices.

This second, revised edition features updated content that introduces a fresh approach to airline management and decision making, more in line with future industry needs. It bridges the gaps between strategy and operations and inspires collaboration between airlines, airports, ATC, service providers and regulators to bring longer-lasting benefits not only for industry participants and passengers, but also for the economy, society and the environment.

Connect and Collaborate to Disrupt Disruptions
IBS Software
August 04, 2020

The profile of operational disruptions is changing. This time they are dominated by frequent strategic adjustments resulting in unknown, yet avoidable losses generated by slow and often less than appropriate response to changes in market demand. So far, the way we used to connect and collaborate to reduce disruptions haven't been successful and this needs to change.

The question is, how can we reinvent collaboration and become the co-creators of the new connected, resilient organisation where strategy and operations become closely linked? What is the role of people and technology in making this happen?

Connect and Collaborate to Disrupt Disruptions
IBS Software
April 08, 2020

I was talking about how we can better connect and collaborate to disrupt both strategic and operational disruptions. I sincerely thank Daniel for the opportunity.

I explained what it takes to establish the missing links between strategy and operations, the process that engages people from around organisation to resolve the complex, real-life problems, and a new role of technology to make this happen.

The process revolves around Opportunity Scanning technique that combines near real time data and insights essential for validating strategies. It also helps with understanding the emerging patterns that need concerted action to prevent avoidable losses.

Connect and Collaborate to Disrupt Disruptions
Astute Aviation Consulting
July 27, 2020

The profile of operational disruptions is changing. This time they are dominated by frequent strategic adjustments resulting in unknown, yet avoidable losses generated by slow and often less than appropriate response to changes in market demand. So far, the way we used to connect and collaborate to reduce disruptions haven't been successful and this needs to change.

The question is, how can we reinvent collaboration and become the co-creators of the new connected, resilient organisation where strategy and operations become closely linked? What is the role of people and technology in making this happen?