We’re creating a more connected travel industry, underpinned by sustainability and long-term investor relations.
Head of Strategic Marketing, Airlines, Amadeus IT Group
We’ve all experienced a cancelled or delayed flight. This is not only troubling for passengers, but also, on the flip side, for airlines and associated stakeholders. Multiple delays caused by a single event can damage passenger itineraries and airline schedules, often having a knock-on effect on other travel providers. T2RL has estimated that the cost of disruption to the travel industry, described as irregular operations (IROPS), could be up to $60 billion worldwide.
Our latest report Shaping the future of Airline Disruption Management (IROPS), takes an objective view of irregular operations, or delayed or cancelled flights. It features comments from professionals involved in disruption management and operations, and identifies the major areas where improvements can make a real difference in mitigating the effects.
As well as outlining the developments taking place to innovate and better integrate IT solutions to disruption management, this report takes a look at how things are moving forward in other areas of disruption management, including: airline logistics, airport operations, infrastructure development, passenger care, communicating information to the public and the press, hotels and hospitality.
This problem has existed for the entire history of aviation, yet solutions have been hard to come by. Attempts to solve it through automation have not had much success. There are a variety of reasons for this, but the common theme is the underlying complexity of all of the component parts. Disruptions can be like a massive jigsaw puzzle, where many of the pieces change shape as a result of unpredictable events. It is also important to remember that travellers are not merely puzzle pieces. They are travelling with a particular need – be it a business or a personal one. The end goal of disruption management is to help them get on with their lives more quickly after disruption occurs.
While we may never be able to prevent all causes of disruption, we can work together to ensure that when it happens, we are ready to respond with confidence so we can serve passengers more effectively than ever before.
Download a copy of theShaping the future of Airline Disruption Management (IROPS)report and be sure to let us know what you think.