Vous essayez de mettre en œuvre l’innovation dans la gestion des aéroports. Quels défis allez-vous relever ?

Most of the time passengers by and large 50% of the passengers do not turn at least 2 hours for Domestic flight or 3 hours for INTERNATIONAL FLIGHTS. 1. Passengers need to enter the Airport only when the Security personnel at the entry gate checks your ticket with flight number and date. 2. They will stand in queue to check the baggage after showing the baggage. 3. Once checked in they must pass to through Security and Customs. Customs check is for International Pax only. If they turn up on time they do not have to run. Other wise they go running to the boarding gate. It is always good to come 2 hrs prior to departure for domestic flights an 3 hours ahead of the Scheduled departure for International flights.

Die Organisationskultur ist sehr wichtig. Teamzusammenhalt, Wertschätzung und respektvoller Umgang auf allen Ebenen helfen dabei, Innovationen zu entwickeln und umzusetzen. Unterschiedliche Interessen innerhalb der Organisation müssen berücksichtigt werden, dürfen aber nicht zur Blockade von Innovationen führen, die dem Gesamtunternehmen (Konzern) nützlich sind.

Navigating innovation in airport management, I’ve faced the steep challenge of shifting organizational culture. Airports, with their intricate operations, are set in their ways. Introducing new ideas often means disrupting well-established workflows, sparking resistance. I’ve learned that fostering a culture embracing creativity and learning is key. This involves not just proposing changes but embedding a spirit of experimentation across teams. It’s a delicate dance of blending the old with the new, ensuring everyone sees the value in innovation. Transforming the organizational culture isn't quick or easy, but it’s essential for progress and ultimately enriches our collective experience in airport management.

The foremost challenge will be ' change resistance ' innovation always comes with redefinition of the status quo and a step outside the comfort zone. Secondly, financial challenge where the innovation requires some structural changes to existing. Thirdly, cultural challenge, if the innovation is something that will need technological changes, it should need to adapt to the mindset of the end users( staff,customers and stakeholders) Lastly, political challenges. This I mean both regulatory and administrative. You would need the executive connect/ backup if you want to have the innovation sustained and rewarding interest of ROI.

It's a hurdle I've encountered firsthand. The diverse array of stakeholders, each brings unique interests and concerns. I've found that viewing innovation not just as a challenge but as an opportunity for dialogue is key. Engaging stakeholders early, listening to their feedback, and understanding their needs turns resistance into collaboration. It's about demonstrating the tangible benefits, how it solves problems, and improves efficiency for everyone involved. Addressing concerns directly and transparently helps in mitigating risks and aligning interests. This approach has smoothed and strengthened the relationships and trust between the airport and its stakeholders, paving the way for more impactful changes.

Implementing innovative solutions often requires significant financial investment. Striking a balance between promoting innovation and adhering to financial constraints is crucial. One approach is to select areas where innovation can generate substantial benefits and prioritizing those with the greatest impact, be it tangible or intangible such as cost savings or customer satisfaction. Another strategy is to segment the innovation project into manageable phases, facilitating cost distribution over time and alleviating the initial investment load. This additionally helps with continuous improvement based on feedback and performance metrics.