When flights
get disrupted, people in Operations Control Centers take command over usually
chaotic situations. They do their best to bounce the schedule back to normal as
soon as possible.
The problem
is that what is called normal could be flooded with errors and omissions made
during the backward-looking, top-down planning processes excluded from
disruption related scrutiny.
To improve normal and bounce forward instead of backward you need to be alert to opportunities arising from disruptions.
It is
impossible to understand business reality and its true potential without
understanding disruptions from inside out.
