We ask our future

Life after 2021 - we question our future

After an alienating 2020 and 2021, we have launched an initiative to stop letting our lives be dictated by the crisis and its drivers. To this end, we are simply taking our lives collectively into our own hands by launching a new kind of future strategy: for all those who want to take new paths - and for a joint departure into the coming years from the year 2021 ... into our future!

Therefore, we received questions from many interested people in advance and combined them into a questionnaire.

The result is a universal strategy for the future made up of various building blocks, as a starting point for each individual and all of us:

"Life" - as a common departure into the coming years - out of "Our 2021" ...


Our 2021 - our joint strategy for the future is ready to go

After an alienating 2020 and 2021, we have launched an initiative to collectively take charge of addressing the ongoing crisis situation:

Together with all of us we want to develop a universal future strategy for us all develop: "Our 2021" - as a joint departure into the coming years!


Our 2021 - our joint strategy for the future

UPDATE: We are extending the submission of questions for our collective future strategy "Our 2021" until February 22. The goal is to develop a path out of the crisis for our collective future, which we shape autonomously as people and companies.


After an alienating 2020, we would like to launch an initiative to collectively take the management of the ongoing crisis situation into our own hands:

Together with you, we want to develop a universal strategy for the future for all of us: "Our 2021"!


Inhuman social centrifugal forces through corona inoculations

At present, an overall social problem is emerging that is already developing ever greater centrifugal forces and could lead to a social divide. This must be avoided. For this purpose we propose the following project, which will be realized by a responsible organization or foundation in cooperation with us.


How airlines will take off into the profit zone again in the future with necessary innovations and fresh ideas

A novel methodology of trend and future research paints a picture that goes beyond the established scenarios of the industry.

NEURONprocessing, a Hamburg-based company specializing in innovative idea development (ideation), has investigated the question of what "The possible future optimum for airlines - especially with regard to new business fields" might look like. The question is part of the project "Ideas for international airlines during and beyond the crisis"., as part of the COUNTER CRISIS IDEATION | IDEAS DEVELOPMENT FOR CRISIS MANAGEMENT initiative.

Based on the current situation, it is difficult for most airline executives to envision the possible development of the aviation industry over the next few years.

The current situation is forcing most airlines to focus mainly on acute issues, such as resuming air traffic as quickly as possible at present. This leaves the companies little or, in the worst case, no scope at all to deal with the development of a possible future optimum based on sustainable measures and innovations.

For this reason, the ideation specialist NEURONprocessing with its research-based NEURONprocessor Software The Institute for Idea Development set out to work out a possible optimum for the airlines, which could last beyond the crisis.

In general, a global market shakeout in favour of the renowned and state-owned airlines is already taking place during the crisis - and also in the following years.

"As paradoxical as it may sound at first glance in the current situation, the spectrum of new possibilities (solutions) is very broad and accessible to any competitor in the global market who sees the crisis as an opportunity," says Tobias Krieg as project manager of this NEURONprocessing ideation and former Airbus employee (Aircraft Quality Conformance Manager).

In addition, promising new business areas are emerging for airlines that are willing to innovate. These can be easily integrated into the airlines' newly created infrastructure in the change that is now urgently needed. In the project results, these lucrative business areas will be discussed in more detail.

These include:

  • A new environmental approach with real results that are transparent to society
  • Health care and related new services
  • Public innovation as an accelerator of sector-specific issues

Within the framework of the entire project "Ideas for international airlines during and beyond the crisis"., the following points were elaborated:

  1. The current situation of airlines in the context of the Corona pandemic.
  2. Other possible immediate measures by airlines for regular flight operations out of the crisis.
  3. Possible period of the critical phase of the pandemic for airlines.
  4. Steps that airlines need to take now, in parallel to the above immediate measures, to enable an entry into an optimal future development.
  5. The milestones of the airlines on the way to a possible optimum.
  6. The possible optimum for airlines beyond the crisis - especially with regard to new business areas.
  7. Currently still helping, missing ideas (in the sense of immediate measures) - and possible new business areas for aircraft manufacturers that are lucrative even beyond the crisis.
  8. Currently still helping, missing ideas (in the sense of immediate measures) - and possible new business areas for airport operators that are lucrative even beyond the crisis.
  9. Finally, it was examined whether there are striking differences in the application of the developed ideas in an international comparison.

The results can be found on the NEURONprocessing website:


The NEURONprocessing company works with a constantly growing team of international professional IDEAS developers. The idea development takes place with the research-based NEURONprocessor Softwarewhich enables the development of ideas in the optimal mental state. The resulting collaboratively developed results go far beyond the established thinking (internal view).

Within the framework of the COUNTER CRISIS IDEATION initiative, the company is in a position - especially in crisis situations - to effectively develop the solutions, innovations and strategies that show those responsible and those affected an expanded spectrum of action. The goal is to minimize specific negative effects of crises - but also to understand them as an opportunity for change and further development.

NEURONprocessing is looking for further experts for its topics and projects, so that they can work with the NEURONprocessor for the purpose of providing support in the development of ideas. Interested parties simply contact the company.

NEURONprocessing Company:



NEURONprocessing UG


What is NEURONprocessing?

NEURONprocessing is a platform that offers idea development (ideation) via software, in workshops and on commission. In addition, there is training as a professional, certified idea developer. NEURONprocessing also provides the necessary software for idea dissemination. The approach is based on findings from brain research and was developed under the leadership of Thomas Tankiewicz - co-founder and managing director.

What is the goal of NEURONprocessing?

In essence, NEURONprocessing is a tool that develops creative processes as software in a more targeted serial manner and leads to significantly more efficient results than comparable methods. It uses findings from brain research to better tap the creative potential of the human brain. Software based on these findings - the so-called NEURONprocessor - enables the reduction of everyday thinking in connection with extremely increased intuition - and thus allows to act apart from prefabricated thought patterns and to develop solutions more efficiently.

A project based on the NEURONprocessor software (self-use, workshop or order) provides immediately usable results at low costs. This NEURONprocessing idea development (ideation) is applicable for any kind of problem solving and innovation: for technical developments, the conception of marketing measures, as well as the change of organizational structures and processes.

How successful is NEURONprocessing?

Example financial company

Task: Customers did not pay attention to the company's correspondence, although the disregard was associated with increasing costs for you. The goal: increase attention and quick response from customers.
Solution: In order to change the "text deserts" with their "technical jargon", a communication designer was brought in to graphically depict the ever-increasing costs with continued non-response to the cover letters. The image of the client was rebuilt into a helper who always finds a solution for the customer. The response rate increased to 70 %.

Example high-tech company

Task: At a Formula 1 supplier, two interconnected components repeatedly tore apart in load tests. Question: What is the problem, why does the fault always occur in the same place and how can this be remedied in terms of production technology?
Solution: The breakage of the adhesive was caused by vibration or tensile forces. To prevent this, the carbon fiber component should be baked longer. The adhesive should be thinned and injected with more pressure and additionally with a rotating motion to achieve a more even distribution.

What does NEURONprocessing cost?

Depending on your needs, NEURONprocessing works on individual or multiple issues in a workshop or as an assignment. In addition, there is the possibility of self-application and training as a professional, certified idea developer.

The current prices for personal use or use as an organization can be found on the NEURONprocessing website:


NEURONprocessing emerged from the ISFR - Institute for Brain Research, Science & Futurology, founded in 1996.


2006 - "NEURONprocessing Institute for applied brain & futurology".
2016 - "NEURONprocessing Think Tank, Academy and Institute for Brain & Future Research".
2019 - NEURONprocessing UG


Thomas Tankiewicz - Management
Dirk Jacobasch - Development Manager
Uwe Volk - Head of Research
Jörg Salamon - Investor Relations


International teams put together depending on the assignment (project)


Companies from various industries, municipal institutions and authorities

Company address

NEURONprocessing UG

Web links


9. international application of novel and innovative ideas for aviation and airlines beyond the crisis

In this part of our project "Ideas for international airlines during and beyond the crisis". is concerned with the question "Are there striking differences in the application of the ideas developed in an international comparison?".


The from NEURONprocessing The ideas developed in this project can be implemented worldwide. If necessary, our ideas can be adapted to country-specific conditions and regulations within a very short time.

On the one hand, this is due to the international character of aviation, which is a globally positioned and highly networked industry. On the other hand, however, this is primarily the result of the used NEURONprocessor Software for idea development, which always guarantees optimal results for any kind of idea development.


Global mergers

In the case of the Optimum When describing possible mergers and alliances between large, established airlines and smaller competitors, it is important to ensure that the prevailing safety standards are aligned with those of the parent or partner airline.

This is particularly true if potential subsidiaries or partner companies come from emerging and developing countries. These countries can benefit in the long term from cooperation with the established airlines and in this context there can be a steady improvement in the local air traffic infrastructure.

Global impact of pandemic travel restrictions

A relaxation of pandemic travel restrictions is expected to occur gradually across the globe. It will start with the major air traffic hubs, which have already taken adequate security and hygiene measures or can easily adapt to them due to their existing infrastructure.

Gradually, the regional airports will follow suit and will mainly be oriented towards the concepts of the large hubs. However, it is possible that some regional airports will surprise us with simpler or leaner concepts.

Particularly in the initial phase up to the year 2021, it will depend on how high the current infection figures of a disease that is a threat to society will be in the respective destination country. The precautionary measures to be taken by the airlines in the future will be based on this in order to be able to transport passengers to and from these countries at all.

Special airlines will establish themselves on the market that are particularly well placed to serve these health-critical countries. They will succeed in this, among other things, in close cooperation with the local health authorities and the medical facilities located or integrated at the airport, as we have seen under the new lucrative business areas for airport operators aspect.


This is the last item in our project "Ideas for international airlines during and beyond the crisis".. In the next step, we will add further ideas to the existing points and deepen existing ones".

8. helping ideas and new business areas for airport operators that are lucrative beyond the crisis

In this part of our project "Ideas for international airlines during and beyond the crisis". is about the question "Which are the currently still helping, missing ideas (in the sense of immediate measures) - and possible new business areas for airport operators that are lucrative beyond the crisis?".

In principle, airport operators must adapt the generally applicable hygiene and safety standards with regard to the pandemic, as they are already implemented in other areas of society. In doing so, the airports can, as we have done for the airlines (From disseminator to preventer under point 6. Milestones), take a pioneering role and help to shape or even anticipate future standards.

In addition, airport operators do not currently require any further essential immediate measures. The "time freed up" at the airports can be ideally used for major maintenance and repair measures that would otherwise have to be organized at great expense during flight operations or during the tightly scheduled rest periods. It is worthwhile for operators to bring these forward now in order to ensure a trouble-free start to flight operations after the crisis.

In the long term, it may be worthwhile for airport operators to expand their existing experience and shopping offerings for passengers and airport visitors to include those from the education and health sectors.

Futuristic ambience

As we have already discussed in the section Futuristic ambience under point 4. Optimum described above, it is imperative that the idea of futurism is also adapted at the airports and that the underlying environmental concept is clearly visible and, above all, can be experienced by the visitors.

To this end, airport operators can create specific themed and experiential worlds so that airports can offer information value (infotainment) in addition to the previous entertainment value. In corresponding cinemas or interactive media installations, airport visitors can already experience the environmentally oriented future visions of tomorrow's aviation and continuously inform themselves about its progress.

In this context, the creation of unique selling points at a particular airport is important for the long-term success of these attractions and worlds of experience. This can encourage potential passengers to give preference to this airport as a starting point and transfer option for their future travels.

They can get support in planning from the established amusement and adventure parks and benefit from their wealth of experience. Long-term partnerships with existing park operators are also conceivable here.

For the airport operators, this idea is primarily about becoming a pioneer and about depicting and propagating the global change towards an environmentally friendly society. Here, too, partnerships with infotainment partners already active in this area are conceivable.

Medical centres at the hubs

Airports can continue to develop into medical centres, as already exist at some major airports. These centres offer lucrative and high-quality health services for passengers and airport visitors. The passenger can kill two birds with one stone and, for example, combine the upcoming visit to the dentist with the next flight.

The implementation of such medical facilities is facilitated by the fact that similarly high safety and hygiene standards as in hospitals are already in place at airports.

Also conceivable in this scenario is the establishment of special medical focus centres at the major aviation hubs (e.g. for complex operations that require a high degree of technology). Potential patients could thus fly to the nearest suitable major airport for their treatment, in order to receive the best possible care without having to travel further. This idea is particularly interesting for health care in emerging and developing countries where the medical infrastructure is not yet sufficiently developed.

An additional advantage of these centres would be that passengers with urgent and suspected pandemic illnesses could be screened upon arrival at their destination airport without leaving the airport security gates.

Furthermore, airports can offer their passengers appropriate health deals together with the airlines (e.g. discounts on treatments or payment by air miles).

Service offers

It is also worthwhile for airports to continuously expand their service offerings. In addition to the existing parking and maintenance services for cars, food and shopping services can also be offered.

Passengers can select their desired products online until shortly before landing, which are then made available for collection in the baggage claim area upon arrival. This concept includes all retailers located at the airport who would like to offer their goods additionally via this service and also the gastronomy with corresponding takeaway products. For the local merchants this service means an additional source of income. Passengers benefit from saving valuable free time for these purchases after a long flight or a stressful day at work.

In the next part of our project "Ideas for international airlines during and beyond the crisis". the question "Are there striking differences in the application of the developed ideas in an international comparison??".

7. helping ideas and new business areas for aircraft manufacturers that are lucrative even beyond the crisis

In this part of our project "Ideas for international airlines during and beyond the crisis". is about the question "What are the currently still helping, missing ideas (in the sense of immediate measures) - and possible new business areas for aircraft manufacturers that are lucrative beyond the crisis?"

In times like these, it becomes clear how interdependent both the airlines and the aircraft manufacturers are. It therefore seems only logical that they continue to work together on possible solutions and innovations for the industry and share possible risks among themselves.

The impression is growing that the industry is facing fundamental technological as well as structural changes. The trend towards smaller and more environmentally friendly aircraft is only one major element in this.

We would be very surprised if the aircraft manufacturers do not already have other suitable ideas in their drawers, which can now be used profitably for all concerned.

As a current immediate measure on the part of the aircraft manufacturers, the prompt development of modular protection concepts for the aircraft cabin promises grateful customers among the airlines. The complexity of the concepts ranges from simple respiratory protection masks, to dividers between the seats, to complete room dividers for the cabin, which enable safe transport in small groups, especially of passengers from risk groups.

The modular design allows a simple and quick adaptation of the protection concepts according to the hygiene standards/guidelines of the respective travel countries. These protection concepts are designed to provide passengers with maximum safety with regard to their own health while at the same time ensuring maximum passenger comfort.

Boarding 2.0

The introduction Innovative boarding concepts on the part of the airlines, we have already discussed in the section Optimum presented. Long-term solutions from aircraft manufacturers envisage support for the boarding process by means of an appropriately designed cabin structure.

This can be realized, for example, by interchangeable passenger cabins. Similar to today's cargo aircraft, these are transported on platforms into the provided aircraft with the passengers who have already boarded. In this case, the entire boarding process takes place outside the aircraft.

This will ensure a high level of passenger safety, reduce waiting and contact times for passengers and result in shorter turnaround times for airlines.

The modular design of these cabin concepts also allows optimum adaptation to the respective load situation and flexible configuration of the different travel classes.

Smaller aircraft in trend

Even before the onset of the Corona pandemic, demand for wide-body passenger aircraft, especially those with four engines, was plummeting. Airbus announced the discontinuation of its A380 program in early 2019. Rival Boeing had also previously ceased production of the passenger variant of its B747 program.

The Corona crisis was not the first cause of the trend towards smaller aircraft in the aviation industry, but now it is all the more pronounced. Aircraft manufacturers can supplement this market as soon as possible with more environmentally friendly aircraft with low or, in the best case, even no pollutant emissions. The smaller scale of these aircraft also facilitates the timely introduction of new propulsion concepts based on renewable energies.

This category of aircraft can operate optimally primarily on short-haul flights at lower altitudes. As described in the section Immediate action In the future, it is very likely that passengers will again increasingly demand point-to-point connections. Thereby the regional airports (see Immediate action) are experiencing a renewed boom.

With the introduction of more environmentally friendly aircraft concepts by manufacturers, it is imperative that a fully futuristic aircraft and cabin design which will make these serious innovations directly perceptible to passengers.

In view of the technological challenges that these new aircraft concepts pose for aircraft manufacturers, it is also important to ensure that the time-to-market is reduced as much as possible compared to traditional aircraft programmes. For this purpose, it is important that the manufacturing companies advance their developments hand in hand with the airlines.

Visions of the future

From the data provided by NEURONprocessing The ideas described so far show that for the airlines and especially for the aircraft manufacturers, it is not primarily a matter of returning to the usual situation before the crisis. Rather, the current crisis can open up new possibilities for manufacturers in the development area, the introduction of which on the market has so far seemed unthinkable or not worthwhile.

To get on the optimal line of development, fundamental changes in manufacturing operations and their supply chains seem inevitable. The global supply chains can be transformed on the way to the Optimum to make optimum use of their previous experience and infrastructure for the production of the new aircraft components and also to make these available in an international network.

In the next part of our project "Ideas for international airlines during and beyond the crisis". is about the question "Which are the currently still helping, missing ideas (in the sense of immediate measures) - and possible new business areas for airport operators that are lucrative beyond the crisis?".

6. concrete milestones of the airlines on the way to optimal sustainable development

In this part of our project "Ideas for international airlines during and beyond the crisis". is about the question "What are the milestones of the airlines on the way to the optimal situation described above?".

What does a possible future look like for the airlines according to the "new normal" after the Corona crisis? We at NEURONprocessing have dealt intensively with this question in the development of a realistic Optimums We have also dealt with the following issues. Which significant milestones on the way to the optimum are the airlines, along our developed timeline with the associated development dynamics, we will show you in the following sections.

Now that the public focus is on the first regular flights after the crisis has subsided, the airlines can already begin to develop promising and high-profile business segments in the areas of Environment, Health care and public innovation begin.

The re-entry

For the first flights, after the easing of pandemic travel restrictions, the safety of the health of passengers is paramount and must be immediately tangible for them.

To ensure this, particularly experienced crews should accompany the passengers and be appropriately trained for any questions that may arise regarding the current hygiene guidelines. People will follow the travel experiences of the first passengers in 'regular' flight operations on television and social media and then make their own decision as to when and if they will travel by air again.

Possible delays and technical breakdowns in the initial phase should be prevented by relaxing the flight plan and allowing sufficient turnaround times. In this context, it may also be worthwhile to keep a certain number of replacement aircraft including crews on hand.

From disseminator to preventer

For the airlines, in this highly sensitive initial phase, it is particularly important to deal with possible effects on the emergence or negative development of pandemics, due to the resurgence of air traffic.

To this end, it is advisable for companies to develop preventive measures or technologies, as we have already done, among other things, under further immediate measures and the possible optimum. It can be worthwhile for the airlines in the long term if their measures go beyond those required by law and, in the best case, even help to shape the direction of legislation.

Corporate communication should be adapted in such a way that the industry moves away from the role of polluter and towards a position of supporter based on a sustainable prevention concept. (see also Carrier of the virus under point 1 Current situation.

With flexibility to the 'new normal

For airlines, flexibility is now required in all areas on the way to the 'new normal'. As the effects of the pandemic are expected to be felt significantly into 2021 (see "Possible period of the critical phase of the pandemic for airlines"), there is a need for rapid adaptability in terms of flight and staff scheduling.

To ensure this, it is advisable for airlines to keep a certain number of aircraft including crews in operation as a replacement fleet and not to park them for the long term, as is currently the case worldwide. Depending on the load situation, these can be activated and deployed immediately to absorb temporary peaks in capacity utilization.

Particularly in the initial phase, passengers will make many spontaneous bookings, which the airlines will be able to handle well and easily, at least on the IT system side. The response time of the aviation staff and the entire infrastructure must be organized just as well or quickly in order to do justice to the initially still quite dynamic passenger volume.

New business segments

Decisive milestones on the way to the Optimum of the airlines are the new business segments described above. When implementing these new business fields, it makes sense for the innovative airlines to consider the sequence described below. Depending on the capacities available in each case, the airlines can also deal with these fields in parallel and use the resulting synergies for themselves.

  1. In the first step, the data described under "The environmental idea"The ideas described above should be launched as transparently and with as much publicity as possible. Further relevant measures can be taken in accordance with the guidelines set out under point 3 "PeriodThe development dynamics described in the section "Development Dynamics" will be gradually integrated or adapted.
    1. Until the next stage of greener aviation is actually achieved, for example through the use of new propulsion technologies, airlines can already start sharing their current research results with the public.
  2. In doing so, airlines can proactively build and communicate a positive, environmentally oriented and forward-looking image even before external requirements from politics and society make this mandatory. The aviation industry can even play a certain pioneering role for other industries in terms of completely new and particularly sustainable environmental standards.
  3. In a further step, the data required for the Optimum developed ideas regarding integrated health care and the associated new services will be launched.
  4. Special importance is attached to the promising business field: "Public Innovation" as an accelerator of industry-specific issues. This was developed by NEURONprocessing identified as a central component of future development processes.

The sooner aviation companies take advantage of this research and development opportunity, the faster and more likely they will be to achieve their goals in the other business areas.

In the next part of our project "Ideas for international airlines during and beyond the crisis". is about the question "Which are the currently still helping, missing ideas (in the sense of immediate measures) - and possible new business areas for aircraft manufacturers, which are lucrative beyond the crisis?".

5. steps already needed for airlines to move towards optimal sustainable development

In this part of our project "Ideas for international airlines during and beyond the crisis". is concerned with the question "What steps do the airlines need to take now, in parallel with the above immediate measures, in order to enable an entry into the optimal development line?".


Our demonstrated Optimum of the airlines does not correspond to a distant vision of the future. Rather, it shows a realistic scenario that will be achieved if the airlines start now to implement the measures described.

It is obvious that currently many airlines do not want to or cannot take any additional risks in the crisis and mainly react to the current situation by adapting their business. To ensure a successful entry into the optimal development line However, in order to achieve this, it is all the more worthwhile for companies to break up old and entrenched structures.

More flexible structures also facilitate possible cooperation with other airlines, from which all parties involved can benefit to the greatest extent and together emerge stronger from the crisis.

Particularly the area of research and development for new aviation technologies is given high priority in this context. Here, the synergy effects between the companies can be used in the best possible way.

How such an entry towards the optimum for the airlines can look like, we describe in the following.

First steps

A first step for the airlines is to optimise the existing fleet according to the forecast load factor with regard to a 'regular' flight operation in winter 2021 (see also Phase 3.6 Further increase at Point 3 Period).

Old aircraft can be taken out of service and replaced by inexpensive new aircraft ex works, from the secondary market or from leasing companies. This may well take place in an exchange with other airlines and, in a further step, also affect the associated personnel.

The secondary market is also becoming interesting for renowned airlines due to the airlines that have become insolvent as a result of the crisis and their partly young fleets.

Break old chains

Old and entrenched (corporate) structures should definitely be broken up in order to allow for more flexibility and speed in the direction of Optimum to record.

The necessity of these measures must be communicated to airline employees in a comprehensible manner, as they represent the airlines' most valuable asset and are therefore crucial to their future.

External presentation

For a quick revival of air traffic, it is important to continuously pick up potential passengers. "Where are we as a company, what are our prospects, when do we move forward and most importantly, how? What are we doing for our customers in this context?".

This can be achieved, for example, by means of image films or reports on the renewal and maintenance of the fleet, special training for employees on how to deal with viruses and dangerous pathogens.

The easiest way to keep customers up to date is through existing newsletters and booking apps.

Achieving more together

At this stage, an African proverb holds true: "If you quick you want to get ahead, then go aloneif you want to go far, then go collectively"!

It is advisable for airlines to explore alliances and possible mergers with other airlines and to plan and prepare scenarios together now that can be implemented immediately in the event of any market developments.

In this context, the large, renowned airlines can polish up their image by helping weaker competitors, thereby preserving jobs in the industry in the long term.

The time is now

In order to emerge from the crisis in the best possible shape as an airline, all those involved in the Optimum described ideas should now be put on the road to implementation.

For this purpose, it makes sense to put together special teams that pursue the ideas described and work out appropriate adaptations. These teams should work together in a superordinate network as far as possible in order to be able to work out the common connections and requirements. For example, a jointly used digital platform for a Environmental Transparency Management System and public innovation during the flight.

Focus on research and development

Parallel to shaping flight operations with regard to the "new normal", as described above, the airlines should now also put research (R&T) back at the forefront. This can be done, for example, in cooperation with the aircraft manufacturers - such as Airbus primarily in Europe and Boeing primarily in America.

Further possible fields of research for the airlines on the way to the optimum will be shown after the completion of our IDEAS development or we will be pleased to give them to you. upon request out.

New drive technologies and concepts

The development of new propulsion technologies and concepts is a key area of research for future-oriented and sustainable aviation. The first step is to find out to what extent existing engine technologies can be converted or used to enable alternative types of propulsion. So-called hybrid drive concepts are already part of current research. These should be further explored and brought to implementation maturity as soon as possible.

It is now also the responsibility of the airlines to specifically demand these new technologies from the aircraft and engine manufacturers. After all, we are all in the same boat and equally affected by the future development of the industry.

Promising ideas that we are happy to bring to market together with interested companies are, for example:

  • Development of less polluting fuels based on conventional technologies
  • Use of hydrogen as a fuel in the existing fleet

In the (further) development of these and other ideas, we at NEURONprocessing can provide innovative companies with targeted support in the form of our trend-setting IDEAS support. Through the application of our NEURONprocessor idea development software we enable the companies to achieve the optimal solution for you in each case.

In the next part of our project "Ideas for international airlines during and beyond the crisis". is about the question "What are the milestones of the airlines on the way to the optimal situation described above?".



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