The transformation of airline retail operations has begun, with the first wave of adoption of ONE Order by major airlines around the world. An industry-led initiative from the International Air Transport Association (IATA), ONE Order is intended to simplify airline reservations, delivery, and accounting systems, as well as enable new ways to conduct business.
ONE Order consolidates multiple passenger records into a single order, streamlining processes and improving efficiency. Last year, we shared a blueprint for how to initiate the incorporation of ONE Order. This year, the second report in our series on ONE Order challenges airlines to tackle the kind of real business transformation ONE Order can enable but doesn’t necessarily guarantee without the right approach.
Incorporating ONE Order is a journey that can take several years. It requires carriers to overhaul their business processes from top to bottom and necessitates a new way of thinking that leaves behind legacy knee-jerk responses.
Together with Air France-KLM we are on the journey to ONE Order. Here we share our most important learnings thus far and the most significant business processes to focus on. While each airline will have its own starting point for transitioning current processes, each will also need to tailor the journey to their own organization, our experiences as one of the first to take on the task of transitioning should prove useful.
Three key learnings for airlines making the shift to ONE Order
Prioritizing business transformation is crucial
ONE Order is a business-first revolution: Business transformation must be the top priority controlling the pre-defined business case and guiding technology developments.
Significant value gains in key processes
While a ONE Order business transformation has the potential to generate value across all processes, we expect to see the greatest gains in voluntary servicing, revenue accounting, and partnerships with other carriers.
Structured methodology ensures success
We would stress the importance of using a structured methodology including comprehensive business process mapping, a multiyear plan definition, and robust change management.
Our comprehensive overview should help airline colleagues better prioritize their own efforts.
