Strategists and operational managers often communicate with difficulties, as they do not speak the same language. The activities of these two groups, supported by the measures they use, create a chasm of misunderstanding.
Frontline managers are mostly concerned with quick daily fixes of things like schedule recovery, staff shortages, or absenteeism. They are not in a position to understand the true reasons behind daily changes in planned operations, with root causes mostly associated with decisions made at the top.
Senior executives don't have the access to information about the impact of operational changes on operating costs, passenger experience, nor about their true origins.
In absence of this information, planners and strategists are rarely, if ever, able to spot the forthcoming systemic problems at early stages and act on aligning systemic decisions with operational reality.
These hidden causes of disruptions are among the most costly ones, as they systematically disrupt the daily schedules.
The question is who is it that decides how to best align company plans with constant changes in the operational environment? The answer is: currently no one.
This is because it requires a combination of tangible and intangible inputs and understanding of true, intertwined causes of changes in planned operations. In other words, it assumes having a good systemic knowledge supported with the right tool and technique.
This is where airlines need help.
