改变航空旅行的未来

© Oliver Wyman and Air France-KLMFOREWORDThe transformation of the airline travel industry has been set in motion, with the first wave ofmajor airlines around the globe moving to adopt ONE Order. An industry-led initiative fromthe International Air Transport Association (IATA), ONE Order is intended to simplify airlinereservation, delivery, and accounting systems, as well as enable new ways to conduct business. Lastyear, we shared a blueprint for how to initiate the incorporation of ONE Order. (“How ONE OrderCan Revolutionize Modern Airline Retailing,” 2023). This year, the second article in our series onONE Order will challenge airlines to tackle the kind of real business transformation ONE Ordercan enable but doesn’t necessarily guarantee without the rightapproach.Achieving the world of enhanced business and streamlined order-taking that ONE Order promisesisn’t easy. It requires carriers to revise all their business processes, separately and holistically,but as important it necessitates a new way of thinking that leaves behind legacy knee-jerkresponses. Each airline will have its own starting point for transitioning current processes, andeach will define where they want to take their operations. As systems underpin airline businesstransformation, these targets for change will guide the development of underlying solutions,both by internal colleagues and external technology providers.Air France-KLM and Oliver Wyman have been on the journey to ONE Order for several yearsat this point. In that time, we have begun to realize how significant value has been enabled,particularly regarding servicing, disruption, and revenue accounting. We’ve been able to takeinputs from outside the airline industry in a way that wasn’t possible before given the level ofconstraints imposed by airline-specificsystems.Given our success thus far, we’d like to share our tried and tested methodology for making thetransition with airline executives and ONE Order teams. Our objective is to outline the impactson our business processes and indicate where we are expecting gains. We’re hoping this willhelp airline colleagues prioritize their ownefforts.We’re hoping Air France-KLM’s model can serve as a clear and replicable approach for otherairlines making the shift to ONE Order. While every airline will need to tailor the journey totheir own specifications, here are three lessons we took away from the endeavor sofar:•ONE Order is a business-first revolution: Business transformation must be the top prioritycontrolling the pre-defined business case and guiding technologydevelopments.•While a ONE Order business transformation has the potential to generate value across allprocesses, we expect to see the greatest gains in voluntary servicing, revenue accounting,and partnerships with other carriers.•We would stress the importance of using a structured methodology including comprehensivebusiness process mapping, a multiyear plan definition, and robust changemanagement.Iris TaguetProgram Director, Modern Airline RetailingAir France-KLM Sumati SharmaPartner, Transportation and ServicesOliver Wyman The industry is at a crossroads, and I believe we have hugepotential to simplify how we do business for the benefit of ourcustomers and people, but only if we truly challenge ourselvesIris Taguet, Program Director — Modern Airline Retailing, Air France-KLM© Oliver Wyman and Air France-KLMWHY BUSINESS TRANSFORMATION IS CRITICALONE Order is the next logical step for modern airline retailing. While much has been saidabout technology and provider choices, some may lose sight of what is truly at stake inthis adoption: ONE Order enables a fundamental shift in the way airlines manage theirreservations. Such large-scale change also provides an unprecedented opportunity totransform operational workflows and improve overallefficiency.By adopting ONE Order, airlines can move away from legacy practices and instead embrace a morestreamlined and customer-centric approach. This enables enhanced servicing across channels,which will in turn make travel easier for customers. By streamlining workflows, eliminatinginefficiencies, and redesigning certain processes from the ground-up, airlines can achieve greatercommercial agility. This shift is essential to maintain competitiveness in an evolving market,meeting the increasing demand from passengers for a seamless travel experience, and makingthe airline industry more adaptive to future challenges and opportunities.In the transition to ONE Order, business must be first, and systems second: The target mustbe about how business should be conducted with systems supporting that transformation.Carriers should leverage this transformative moment by leaving inherited inefficienciesbehind. When shifting from paper to e-tickets, airlines initially limited themselves to fourcoupons per ticket because that was the maximum number that could previously be printedwith carbon paper, replicating inefficiencies from the past. Let’s avoid simil