Consulting Group 5IB92GO Digital Business & Workplace Technologies

Outline of Presentation

• Design Process

• GCS Air Intranet

• Implementation & Launch

• System Evaluation

• Reflection

Strategic Objective

• Becoming a leading airline provider with a strong and social internal culture, which fosters collaboration and communication across departments in a secure and productive environment, while maintaining leading customers service.

Brief

A large airline based in the UK with staff working from across the world that need up to date information on schedule and flight information. The airline has ground operations to support the administrative and logistical side of the organisation, as well as operational staff that includes pilots and aircraft crews. The airline has some tough targets to reduce costs and increase income. The senior management team is fully supportive of adopting digital technology and is already engaged in all aspects of social media and other technologies to communicate across the organisation. The culture of the organisation is very dynamic and staff are keen to use social media and other forms of communication. In fact one of the problems that senior management has is that staff already use social media outside the firewall to connect, collaborate and keep in touch within groups and teams. This has been the subject of many discussions by the executive team as they are concerned that staff will continue to develop bad habits and put the company at risk by letting confidential information outside the perimeter of the organisation.

Previous SystemDrives business

Informs organisation

Repository of information

Gateway to services

Connects and supports collaboration

Builds culture

Strategy of Intranet• To provide up-to-date schedule and flight information

through a single standardised platform.

• To provide a unified platform through which all airline functions and services can be conducted and coordinated.

• To reduce overall airline costs and enable the company to reach it's financial targets.

• To provide a single, secure platform for collaborative tools in such a way as to improve security while maintaining the dynamic corporate culture.

Stakeholders Analysis

Interviews

Pilots must be able to view their own training record.

Cabin-crew need to be able to swap shifts.

Detailed breakdown of airline departments.

RAF PilotBA Pilot BA Head of ComplianceLoganair Director of Flight Operations

Check-in Desk with Virgin Atlantic Check-in Manager with Virgin Atlantic

All flight crew need to be able to view boarding status.

Secure login from remote device important.

Training done through supervised computer workshop.

Interviews

Restricted access to external social media

Definite need of mobility

Need for an app that will sent alerts for flight changes etc

Task manager is essential

Policies should be enforced

Trainee commercial Pilot in CAE Oxford Aviation Academy

CPL Trainee at Superior Air Aviation Academy

Problem/malfunction reporting

Flight hours (dates, pilot in command)

Maintenance

Logistics (flight plans, employee schedules)

Career development

Scope of Intranet• Requirement II

Non-Functional High Priority

The intranet service must be accessible and fully functional on mobile devices. This will required the integration of a secureID system.

• Requirement XI

Functional Medium Priority

The intranet must allow all staff to view their work in one or more of three workflow styles as relevant to their position.

• Requirement XVI

Functional High Priority

The intranet must integrate relevant collaborative tools into the system, in such a way as to increase information security, but not impede on the dynamic culture of the organisation.

Structure of Intranet

Skeleton of Intranet

Governance Model: Hierarchy ModelSenior Management

team

Manager of Internal Communication

Department

Intranet Manager

Support Team

Daily operatio

n

Tools Manager

Tech Team

Steering Group

UK Office

Home Page

Manager

Content owner

Flight Map

Manager

Content owner

Space Managers(HR access)

Content owner

Community Manager

Content owner

Wiki/Help

Manager

Content owner

Editor

US Office France Office

German Office

Editor-in-Chief

Key Roles in Governance Model

Senior Management

Team• Main sponsor of

the intranet• Secure finance

Head of Internal Communication

Department

• Manager of whole digital workplace project

• Oversee the development, implementation, and governance of intranet

Intranet Manager

• Manage infrastructure

• Support daily operations, including the “task”, “tools”, “profile” and “shortcuts” of intranet

Steering Group

• Define and drive intranet strategy

• Develop and enforce policy and guideline

• Oversee sites of different geographical offices

• Evaluate performance

Editor-in-Chief

• Develop and maintain the design and content standards of sites

• Oversee the regular page updates, new pages, discussion board in community.

Benefit TreeFeature

Delivers

Benefit

Outcome

Strategic Goals

Single CMS

Corp-Wide Comms

Content is coordinated across all functions & roles

Increased cohesion of business processes

Dynamic and cohesive corporate

culture

Efficiency improvement

Social community

Social-media-like platform

Employee engagement

Less external services

Department/ projectsspaces

Single place to collaborate

Tools

Access to business

applications and tools

Information Security

Operation cost reduction

Revenue Increase

Help & Wiki

Cloud sharing for company

documents

Time SavingBetter collaboration/ teamwork

within intranet

Security

• All data moving through the firewall is sanitized

• Protect against malicious data entering the corporate system

• Protect against sensitive data leaving system to unauthorized devices

• Ensure best practices used for firewall settings

• Security ID system used for remote login

• Protect against unauthorized access to system

• Regular data backups

• Protect against attacks, failures and natural disasters

• Restricted access to external social media services from company machines

• Increase control over data that is brought inside the system

• Employees are only given access to material that is relevant to them. Access to sensitive corporate data is limited and requires approval

Policy• Users are not permitted to disclose their login details

• Unless permitted otherwise, users cannot disclose corporate data

• Users are not permitted to move corporate information to other platforms, this includes social media & non-integrated collaborative tools

Guidelines• Behave appropriately - abusive or inappropriate behavior is not

tolerated

• Engage- use collaborative tools, discuss ideas with others, but be respectful • Use the space and community page to help others when you can

• External social networks- not permitted to post from your work or portray the organization badly • Only publish appropriate material to social media sites

Champions• Pilots

• Very respected in their team and the airline

• Given a large say in the running of the organization

• Human Resources

• Very well connected

• Constantly in contact with people across the organization

• Able to gather feedback from a variety of viewpoints

• Senior Management

• Access to the most information on corporate performance

• The most able to enact changes from feedback

• We know they are enthusiastic about adopting new technology

Training

• Supervised computer workshops

• Simulate real-life use

• Train through normal processes as well as unusual or emergency processes

• Train people what to do when things go wrong, before they go wrong

• Supportive learning environment where asking for help is encouraged

Drives business

informs organisation

Repository of information

Gateway to services

Connects and supports collaboration

Builds culture

Shape of Intranet

Intangible costs

• losses in productivity• users goodwill• drops in employee morale• users disappointment with

a decline in service or product quality

Tangible costs

• Hardware costs & updates • Servers, mobile devices,

software costs • Firewall costs• Development time costs

and labor costs • Staff training• Maintenance support,

upgrade costs • Interoperability with other

systems• Decommissioning, disposal

of existing systems and parallel running

• Consulting , help desks, support

Costs

Benefits

Quantified hard benefits

• Reduces costs (printing and distribution process, turnover, office administration)

• Time management• Increases revenue

Quantified soft benefits

• Reduces the risk of information leakage and security breach

• Employee engagement and satisfaction

• Employee productivity, communication, collaboration

• Big knowledge database

Unquantified soft benefits

• Centralizes business processes and all kinds of operations

• Builds a common corporate culture

• Creates the sense of belonging

ROI Intranet design & development cost: Total intranet development cost: 45£ millionHardware cost: Total hardware cost: 5£ millionTraining cost: AIR GCS employees: 40,000 Average AIR GCS employee salary/hour: 18£ Average training hours per employee: 10 hours Total: 7.2£ millionTechnical support cost: Total cost for the maintenance of the intranet: 1£ million annuallyTotal intranet Costs: 58.2£ million

Paper elimination Amount of paper saved per employee per year: 10.000 (average) Price per piece of paper: 0.05£ Printing and distribution costs: 1£ million annually Total cost savings from paper elimination: 20£ million annuallyProductivity Total time saved per employee per day: 30 minutes Total cost savings from productivity increase: 57.2£ million annuallyTotal intranet Savings: 78.2£ billion annually

Total return on investment = (78.2-58.2)/58.2 = 35%

Reflection

• Social skills

• Collaboration and teamwork

• Project management experience

• Understand concepts better than by working alone

Thank You