Leading an airline's technical operations into the digital age

IN RECENT YEARS, the commercial side of the airline business has received a lot of attention for transformation relative to the operational side. For example, personalisation is being achieved through the use of technology and an attempt to break down the silo systems. Airlines have been trying to create 360-degree views of their customers to be able to make the right offer to the right customer at the right time with the right price and through the right channel. The object is to generate additional revenues and improve customer experience at the same time. Sounds reasonable.
Now think about a possible parallel situation on the operational side. How about using technology and a breakdown of the silo systems to get 360 degree views of maintenance situations to get the right part (and the right mechanic and with the right tools) for the right aircraft at the right time and at the right location? This concept will also reduce costs, generate more revenue and improve customer experience, all through reductions in delays and increases in labour productivity.
However, just as on the commercial side, information on the operational side (flight operations and maintenance, for instance) is fragmented and resides in different systems and in different silos. From some perspectives, despite the existence of system operations control centres, fragmentation of the information is even more acute on the operational side compared to the commercial side, making data mining impossible. Consequently, the strategy to digitise the operational side may provide even greater value through the integration of data, within a division (structured and unstructured maintenance data, for example), between divisions (operations and passenger services, for instance), and between entities (between an airline and an airport, for example).