Restructuring or transforming your organisation
Companies in air transport, the airport sector and tourism operate in a constantly changing environment.
Restructuring or transforming your organisation
Companies in air transport, the airport sector and tourism operate in a constantly changing environment. Changing markets, new customer expectations, economic constraints, technological or regulatory change and fiercer competition regularly lead organisations to adapt the way they work.
These transformations may concern team organisation, decision-making processes, tools, working methods, skills or the business model. They arise in a context of growth as well as during a restructuring, a turnaround or the preparation of a new strategic project.
A successful transformation requires building a realistic path, adapted to operational constraints, and rallying teams around a shared project. Aérogestion supports executives from the initial diagnosis through to managing implementation.
Establishing an objective diagnosis of your organisation
Every successful transformation rests on a precise understanding of the existing situation. Before deciding on the changes to make, it is essential to analyse objectively how the organisation works, its strengths, its weaknesses and the factors that limit its performance.
The analysis covers processes, team organisation, responsibilities, skills, tools, operating costs and interactions between functions. It leads to a shared, fact-based diagnosis and identifies the main issues the organisation will have to address.
- Technical and organisational audit
- Diagnosis of processes and governance
- Review of organisations and skills
- Social diagnosis
- Analysis of costs and performance levers
- Strategic and competitive positioning
- Industry benchmarking
Defining a transformation strategy suited to your challenges
Every organisation has its own constraints, history and ambitions. Building on the diagnosis, Aérogestion helps its clients define a transformation strategy consistent with their objectives, resources and environment.
Several development scenarios can be studied to assess their operational, human, economic and financial impact. This approach informs executives’ decisions and makes it possible to build a gradual, realistic path agreed with stakeholders.
- Transformation strategy
- Development scenarios
- Reflection and consultation workshops
- Organisational and economic modelling
- Analysis of operational impacts
- Roadmaps and action plans
- Decision support
Steering the transformation and securing its implementation
The success of a transformation depends as much on its implementation as on its design. Once the direction has been set, it is essential to structure governance, track the progress of actions and measure results, so that the course can be adjusted if necessary.
Aérogestion supports the introduction of management tools and, when changes require investment or specific financial support, helps define financing strategies and prioritise actions. Working closely with teams makes it easier for them to adopt new working methods and makes results last.
- Governance and management of transformation projects
- Dashboards and progress reporting
- Monitoring and performance indicators
- Stakeholder coordination
- Operational roadmaps
- Financing strategy and planning
- Support for teams
How we work
A shared diagnosis
We analyse the organisation, its performance, costs, processes and human issues to establish a factual basis before any transformation decision.
A transformation built with the teams
Scenarios and action plans are drawn up with executives and the teams concerned, to take account of operational, financial and human constraints.
Long-term support
Governance, reporting, monitoring indicators and, where necessary, interim management make it possible to support implementation and measure results.
As part of the overall reorganisation of our commercial structure, Aérogestion supported our Network Planning, Pricing and Revenue Management teams through the transition. Their input, together with our open and constructive discussions across all these areas, gave us a better understanding and a clearer view of the strategic issues at stake, improving our working methods and, ultimately, our airline’s financial results.