Welcome to Astute Aviation, founded to help airlines overcome challenges associated with business dynamics and complexity.
We help airlines create adaptive strategies by making systemic flaws easy to notice and act upon coherently at early stages. And, in parallel, to spot new opportunities for improvement.
The way our work is organised engages people from around the organisation to learn and collectively contribute to resolving the ongoing systemic issues. This creates the culture of connectedness, builds trust and values that strengthen over time.
Jasenka Rapajic, Founder
WHAT WE DO
We offer a practical, holistic approach to decision making that supports the creation of effective adaptive strategies, resulting in better service at lower cost. We provide a unique disruption-centric perspective on organisational performance for airlines of any size and business model.
WHO WE WORK WITH
We work with senior leaders and strategists within airlines - individuals who need to know what’s happening across their organisation, what doesn’t work, what causes problems for passengers and for the business - and what to do about it.
HOW WE DO THIS
Our approach focuses on uncovering, analysing and quantifying the true impact of operational disruptions, as they ripple across the company and its surrounding ecosystem - passengers, service providers, partners, competitors and more.
We initially approach these problems from the perspective of operational data, and follow originating events through a variety of methods to uncover their true impact and root causes.
By doing this, we find things that can’t be seen in reports, and provide a unique perspective on core aspects of the business.
This focused, holistic perspective reveals true causes and consequences of disruptions, and inspires coherent strategic and planning actions to improve operational resilience and lessen the financial and commercial impact.
What makes the dependency of cost and quality in relation to disruptions particularly difficult is the fact that often more than a half of an airline’s cost base and quality of relationship with passengers goes to external service suppliers. Airlines tend to lack insight into their true performance and cost when focusing on operational and strategic decisions..
According to industry estimates, disruption related costs can range between
3-30 percent of overall costs, the highest being associated with major hub airlines. Hence a relatively modest reduction in indirect costs of operational disruptions equates to significant ROI in airline services.
OUR OUTPUTS TYPICALLY INCLUDE:
If you want to know more about what value this approach can bring to your organisation, we would like to hear from you and see how we can help.
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