New study by Amadeus Global Operations urges travel firms to adopt 'lean thinking' or risk being left behind
Collaboration with Lloyd Parry Consulting delivers benchmark report ‘Cleared for Takeoff’
The Global Operations arm of travel IT group Amadeus has launched a new report calling on companies in the travel industry to adopt ‘lean thinking’ models to ensure the delivery of true customer value.
Following a period of extensive collaboration with Lloyd Parry Consulting, the report calls for a fundamental shift in mindset so that travel companies can build a culture which responds adequately to customers’ increasingly complex needs.
In the report, Amadeus Global Operations Executive Vice President Wolfgang Krips calls for a fundamental shift in management style:
“Lean is about centering all thoughts and actions on the customer. It is no longer about directing people as in a classic command-and-control production model, but rather about nurturing proactivity and reactivity to leverage the organisation’s brainpower.”
Quoted widely in the report, Lloyd Parry Consulting’s Stephen Parry, one of its driving forces, emphasises the importance of ‘mapping the customer journey’:
“Lean IT is no longer just about optimising IT. It is about optimising the world of the customer. To do that, we must not just think outside the box. We must also work outside the box. We must take a helicopter view of the whole process, looking for unexplored disconnects and then take a microscope to each disconnect.
“Lifting the hood on the processes behind booking flights, checking luggage and other actions we take for granted reveals a myriad of systems that all have to work together in order to make the experience seamless – if not always painless.
“Many organisations already have the data to do this, but nearly as many have years ago passed over responsibility for customer value to other organisations, agencies and institutions. Or worse still, to their competitors.”
Among other findings, the white paper shows how:
- Implementing Lean IT resulted in a reduction of waste and inefficiency, simultaneously increasing effectiveness and customer value.
- Lean freed up resources so they could quickly bring new innovations to market
- ‘Smarting up’ those who actually execute IT processes improved customer value.
- Focusing targets and management objectives on a customer’s purpose and not just the organization’s prejudices resulted in cost savings and increased satisfaction.
Download the full report 'Cleared for Takeoff'
(Pictured: Stephen Parry of Lloyd Parry Consulting)
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