Ideas for international airlines during and beyond the crisis
Ideas for optimal development, innovation and change for airlines, airport operators and aircraft manufacturers during and beyond the crisis:
Development, starting from the current situation of the airlines in the context of the Corona pandemic, of the possible optimum for airlines beyond the crisis, with its entry and the leading milestones.
The focus is on commercial airlines for passenger transport in national and international air traffic.
In this part of our project "Ideas for international airlines during and beyond the crisis". is about the question "What is the current situation of the airlines in the context of the Corona pandemic".
Hardly any other industry has been so visibly affected by the ongoing Corona pandemic as the airline industry. International air traffic came to a virtual standstill from one day to the next. The industry, which used to see over 100,000 aircraft movements a day worldwide, carrying vacationers, business people, commuters and cargo, is literally at a standstill. Even the effects of September 11 and the global economic crisis around 2009 on air traffic seem negligible in comparison.
Only the most necessary flights are being made at the moment, for example to bring people back to their home countries and, of course, freight traffic, which has taken on a new significance as a result of the crisis. If you look at the sky these days, contrails have become a rarity. But the silence is deceptive. In the background, the commercial airlines are working feverishly to re-establish or revive air traffic in order to bring passengers safely and soundly to their destinations again as soon as possible - and to connect the world.
Mood of the industry
There is a depressed mood among airlines worldwide. There has never been anything like this before in this industry and on this scale. The tension is extremely high, as the existence of many companies is at stake.
In addition, the industry is currently lacking ideas that would free it from the dilemma of the current situation. The overall picture leaves the viewer with a bitter aftertaste regarding the current and future development prospects of the aviation industry, which is otherwise spoiled by growth.
Nonetheless, the aviation industry - and especially its employees - are fully behind their current projects (this refers essentially to the airlines themselves and, in a broader sense, their ventures) and want to keep them alive at all costs.
Employees in the aviation industry
Many employees in the aviation industry like the current 'forced leave' at the beginning. However, this is not a more sustainable and satisfactory state of affairs for them in the long term.
Within the aviation industry there is a high degree of identification of the employees with the respective products (essentially this means the aircraft) and the associated services.
In many cases, the monetary remuneration of employees in this industry plays a subordinate role. The main motivators include being allowed to work in a highly technological and complex environment (which is not accessible to the average person), representing the airline and its image, flexibility in scheduling - and last but not least the fact that they get to travel the world while working.
In addition, customer satisfaction and safety are the industry's most important assets.
Crisis as an opportunity
The current crisis and the associated requirements are forcing the airlines to develop innovative solutions in a timely manner, which under normal circumstances would probably have lain dormant in the drawers of the companies for years to come.
As perplexing 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.
Airline responses to the crisis
Only few companies allow themselves in this critical time to deviate from the originally planned course, which they outlined before the crisis, and to let go of the 'old familiar' or even to take the plunge. Those companies that do so will be wildly successful.
Right now is an optimal time for all companies to clean up, sort out and restructure the entire portfolio. This has not been possible in the normally tightly timed operational process and is long overdue for many airlines. Most airlines have understood this and are already positioning themselves optimally according to their respective level of knowledge in order to be able to get going again immediately after the crisis.
Airlines that have already pursued an ailing or long-term unhealthy corporate organization and philosophy will not survive the crisis, or will do so only severely damaged. For example, companies that have been more profit-oriented than customer-oriented are now, and especially after the crisis has subsided, threatened with an enormous loss of image, including the associated financial consequences.
This will allow the emergence of new airlines - surpassing the old ones in terms of efficiency and customer orientation - with much better and more environmentally sustainable concepts.
Carrier of the virus
The airlines are increasingly in the public eye in the context of the crisis. Many passengers can't wait for flights to return to normal as soon as possible so they can go about their usual business. Not forgetting the many people who, after the ongoing quarantine, are longing for a relaxing holiday on the beach and in freedom.
However, this euphoria is overshadowed by the fact that, from the public's point of view, air travel has been instrumental in spreading the virus worldwide and could continue to be so in the future.
The current prevailing opinion of health experts further underlines this picture. It is imperative that this circumstance be taken into account in the development of future, preventive solutions in order not to further damage passengers' trust in airlines. To this end, we have already developed our own concrete ideas in the following.
Standard protective measures
Of course, the airlines are already working at full speed to enable a gradual increase in flight operations again. To this end, the current technologies and measures known from medical technology must be configured accordingly and put into use. Basically, these include:
- Disinfection of aircraft cabins and ground infrastructure
- Separation of the aircraft cabin areas as well as the waiting areas at the airports (this can be realized in the simplest case with mouth protection for all participants)
- Avoid crowds along the entire travel process
In this context, the airlines also take the opportunity to complement their solution finding and implementation with public innovation. This can be promising in that these solutions can lead to a high level of customer acceptance.
What nobody knows
The airlines are currently trying to avert the greatest possible damage and are struggling behind the scenes to find solutions. The public is getting virtually no notice of the extensive measures that are going on in the background. This is also a good thing, as the companies can present themselves in a new guise - which is hopefully more reality than appearance - after the crisis.
Efforts are being made to find solutions that are in harmony with society and do not have a negative impact on other areas of society. Possible innovations by the airlines may include a better and clearer price structure for the products offered, a greater sense of security for passengers and an industry-wide increase in environmental awareness.
Protect renowned airlines
When looking at the current news concerning the airlines, it becomes apparent that the aim is to protect the national carriers in particular through state funding or through further state participation.
Lufthansa's reaction to the crisis
We would be very surprised if Deutsche Lufthansa has not yet set up a special task force to lead the company out of the crisis in the best possible way - irrespective of the government funding that has been promised. Its main task would be to work out appropriate solutions and test them for their applicability. The solutions could be put into immediate use via ad-hoc prototyping, thereby achieving the above-mentioned goals for a gradual increase in flight operations.
The responsibilities and scope of such a task force would not be fully known within the Group, partly for reasons of confidentiality. This would be legitimate in order to protect Lufthansa's strategic realignment. The company would thus not come under unnecessary pressure from outside, especially from the government, regarding the implementation and application of the solutions it has found.
Lufthansa finds itself in a certain stalemate with the German government, which on the one hand is partly responsible for Lufthansa's plight due to the protective measures imposed, while on the other hand the company is dependent on financial support from the state. Lufthansa now has to find the best possible balance between financial protection and government independence.
Current competitive situation
Airlines around the world are currently struggling to find solutions. In this delicate phase, they are supporting each other as best they can and coordinating on a macro level.
However, a still prevailing competitive mentality within the industry is currently still preventing detailed coordination at all levels. Of course, one secretly wants to be the first to offer flights again.
From the outside, the airlines have a friendly atmosphere and a sporting competition in which, if possible, everyone emerges as a winner.
In the next part of our project "Ideas for international airlines during and beyond the crisis". is about the question "Further immediate measures airlines can take to enable regular flight operations again in the context of the crisis" - in other words, first innovative ideas to develop the current situation in a constructive and future-oriented way.
In this part of our project "Ideas for international airlines during and beyond the crisis". is concerned with the question of "Other immediate measures that airlines can take to restore regular flight operations in the context of the crisis".
To date, the airlines and the airline industry have taken actions such as we have seen from our perception of the current situation have described in essential parts. At this point in time (beginning of May 2020), it is not clear what short-term relaxations there will be for the airlines - and above all when. The question therefore arises as to what immediate measures - over and above those taken to date - the airlines can take to enable regular flight operations to resume in the context of the crisis.
For this purpose we have that developed the following ideaswhich are described in detail below:
- Designing the environment of an aircraft - essentially the airport and its operations.
- Modifications inside the cabin.
- New and advanced technologies.
- Changes at Food service or catering.
- Cooperation with the tourism industry and optimized Pricing Structures.
- Communication with investors.
- Purchasing and tax relief.
The ideas we have developed for this show concrete possibilities, dhe From innovativen Airlines hauntedbe killed could. NEURONprocessing Sync and corrections by n17t01 at any time in the Locationto further deepen individual ideas or / and to develop them further until they are ready for application. Interested parties from the aviation industry simply get in touch with us. Link.
Obviously can be found at a part of solution for the essential safety of passengers in essence only in the Inside in the cabin.
Passengers are in principle enclosed in the cabin, which at the same time includes part of the solution:
In terms of a clean room that only someone who has been tested and disinfected before boarding / or has disinfected themselves can get into.
Inhale own air via oxygen masks and extract breathing air via the ventilation system
One idea is, Oxygen masks during the flight and to provide an optimized air circulation. This could possibly be achieved by setting the air nozzles of the ventilation system to suction, whereby the sucked away air must be disposed of or safely cleaned. New and enhanced technical solutions could be used for this purpose, as described in the following point "New and expanded technology" be described.
New and expanded technology
In the course of securing the aircraft cabin, it is also necessary to consider the installation of new and that Modification of existing technology should be considered.
There are many possibilities for upgrading and converting or technically expanding and reconfiguring systems. These are described in the further course of our idea development.
One idea is the development and adaptation of a "Live-Detection System" of the virus (real-time detection). Also in the future - beyond Corona - such a system will be very useful.
Such a system would be something revolutionary new that would actually be of great help - if not the decisive Solution for the Continuation of the Aviation as we know it.
Currently being evaluated NEURONprocessing that Feasibility anes such a system based on detailed data from our ideation. Interested parties from the aviation industry or interested manufacturers or development partner for such a system, just get in touch with us. Link.
The ideas that emerge from our idea development should trigger a creative process of thinking about our solution approaches in the aviation industry. And this in conjunction with anm downstream Engineering, um figure out how these ideas are to be realized.
Specifically, it is about the resulting follow-up actions for testing, further development and adaptation, both internally and externally - e.g. with research institutions or in cooperation with NEURONprocessing.
Food on board should be be used for the time being only from tubes, in order to be able to none Fabrics as, that previously on the been airborne are.
Suitable for this purpose, for example: Quetschies, meals from space travel, etc.. This idea could give room to new innovations of food for the aviation of the future. Airlines could use this to communicate the idea and the need for healthier food - possibly becoming a supplier in this area (diversification). See also > public innovation (forthcoming).
Another option would be well packaged food rations, to be taken with caution.
The partition walls
Another idea is to put additional partitions in Aircraft and, if necessary, to separate them "hermetically" by means of contactless automatic doors.
These could already be designed futuristic, like in the Enterprise (Star Trek) and also accompanied by the same sound (> Futuristic ambience and travel flair / coming soon).
Tourism & Pricing
The airlines can develop attractive packages for business travellers and holidaymakers in cooperation with the tourism industry, which is also hard hit, that can already be booked now.
Even if it is currently not yet apparent when the booked packages can actually be used, they would be applicable immediately after the corresponding relaxation of the current restrictions.
In order to encourage customers to book, free and flexible cancellation with refund of all costs or the possibility of rebooking is a matter of course.
The basic idea of this concept is that airlines and the tourism industry work closely together, to get the best for both industries.
Investors in the industry should invest in the future projects of the airlines so that they can continue to make profits in the years to come. See the ideas in 4. optimum (coming soon).
Airlines will be able to return to smaller, regional airports in order to avoid a greater accumulation of passengers at the major hubs.
There will be more point to point (point to point) Connections added to the flight schedule to avoid unnecessary transfers and reduce waiting times (> Smaller jets / coming soon).
HMilitary airports may also be considered for this purpose, provided that they allow mixed (civil/military) operations.
In addition, it is advisable for the airlines to take advantage of the current situation to agree favourable kerosene prices with suppliers now.
This can partly compensate for the losses caused by the crisis. financialn losses, are offset in the following months.
Generally you come for temporary tax reliefs or subsidies for the aviation industry in order to ensure its continued existence.
In the next part of our project "Ideas for international airlines during and beyond the crisis". is about the question "Possible period of the critical phase of the pandemic for the airlines" - in other words, first innovative ideas to develop the current situation in a constructive and future-oriented way.
In this part of our project "Ideas for international airlines during and beyond the crisis". addresses the question "What is the possible duration of the critical phase of the pandemic for airlines?".
The critical phase extends over a longer period of up to two years, as the industry is international. Many regions will not be served for several months - if not years.
A general rethink has already begun with regard to business travel. Many 'traditional' business trips will no longer be made in the future after the pandemic, as experience has shown that video calls and online meetings can largely replace unnecessary business trips - and increase productivity.
The impact of holidays not taken will also be negative, as it is difficult to make up for holidays. And if it were, the reduced capacities would not allow it.
Those responsible must evaluate mechanisms for detecting and developing new ideas via the phases described below - and adapt the resulting innovations and strategies in a targeted manner. These enable the partial compensation of previous failures and the development of new business areas and applications. We describe detailed ideas on this in a subsequent article:
The possible optimum for airlines beyond the crisis - especially with regard to new business areas'.
According to current estimates, the critical phase for the aviation industry may last until October 2020, before easing again in the course of the following one to two years - although not necessarily to the previous level.
The individual phases in detail - dynamics
It seems that things can only start to look up again in aviation once innovative solutions - including those we have described - have been adapted.
These solutions point to the further steps which, taken together, offer a perspective for the further development of aviation in line with the changing spirit of the times.
Before that, it is important for those responsible and decision-makers to be open to new ways and solutions.
The specific time and turnover curve
1. the development to date
This phase describes the development so far in the crisis up to the current situation.
2. the current situation
This point concerns the current situation as we have already described it in detail:
In this phase, there is a certain perplexity with regard to a necessary solution, how exactly one can continue in a plannable manner. No airline was prepared for such a situation in one of the internal scenarios - even if in principle it could have been or even should have been.
2.1 One is open to a solution or any kind of idea that can be implemented.
This is the point at which new solutions and innovations (must) come into play. For those responsible or decision-makers, it is important to include these in their further planning and scenarios.
3. start of adaptation
From this point on, the adaptation and integration of initial ideas and solutions resulting from the preceding phase begin. Implementation takes place in a regular iteration or sequence - also permanently across all subsequent phases.
3.1 First flights & special flights
From this point on, the first flights and special flights are feasible, which will be carried out under special conditions. These will be carried out in accordance with the measures currently known and possible: maximum possible seat spacing, regular disinfection, etc.. In addition, there are the immediate measures we have already described:
Their integration also forms the basis for the further relaxation described in phase 3.5.
This relaxation of pandemic travel restrictions will take effect around mid-June / early July.
The first regular flights may still be handled in an irregular manner until all parties involved (aviation personnel, airport staff, the associated infrastructure, etc.) have adjusted to the new conditions of carriage.
There are still many cancellations, delays and inconveniences for passengers in the first months.
3.2: Implementation stages
This is followed by the step-by-step adaptation of innovative and necessary solutions (including those listed here) in various implementation stages, after their implementation has been validated and evaluated in advance.
3.3 Traditional measures
At the same time, more and more classic measures are being adapted, such as those already implemented initially by the airlines (see above) - and in other industries and areas of society.
For this purpose, airlines should conduct permanent research that looks for suitable solutions, picks them up and then checks their applicability. If something is found to be feasible, then the process of adaptation and gradual implementation takes place. This is then successively extended to the entire fleet.
We assume that this is the earliest possible point in time at which airlines are willing to share their findings with other airlines in order to understandably benefit themselves.
3.4 Further solutions
At that time, other innovative solutions that have been developed in the meantime could be ready for implementation.
The plans and concepts developed up to this point are now also shared with a broad public - and make the future image of aviation understandable and comprehensible. Among other things, they are based on the fundamentals we have outlined, such as a new technical understanding, a new way of thinking about mobility (> "Futuristic Ambience and Travel Flair" will be published shortly) and a civic participation - possibly even a solidarity community (> "Public Innovation" coming soon).
During this phase, the industry will also have to begin to move away from outdated technologies.
3.5 Political clearances
At this point, further political release mechanisms are decided, the implementation of which will be the basis for subsequent increased flight operations.
This step requires the adaptation of further, necessary solutions - as also developed and described by us.
This phase could be initiated - or occur - in August and September.
3.6 Further increase
This phase defines a further increase in aircraft movements in September and October, which continues beyond.
Only towards (the end of) October can one speak of a more or less regular, but still far from 'normal' flight operation. Especially not a worldwide flight operation, as the travel restrictions will be eased country-specifically.
It must be constantly re-planned, adjusted and improved (flight plans, routes, overflight rights of airspaces). A final easing of the situation and a return to the 'new normal' is not expected until winter 2021 at the earliest.
It is unclear whether from this point onwards the achievement of the previous market volume will be initiated again - or whether this will already be the case. At present, it is questionable whether the former market volume will ever be reached again in the old form.
Based on our assessment, this will take years if, possibly up to 5 years. However, it will take at least one to two years for the aviation industry to even get back into that range.
This phase is no longer about managing the pandemic. This is about implementing a possible 'optimum for airlines'. The first innovations, technical and structural changes are implemented in air traffic. A new age of aviation is being ushered in.
From this phase onwards, classical aviation diversified considerably and a multitude of new possibilities for transporting people and goods were gradually developed. These are developed and adapted in a wide variety of ways precisely to the respective applications and goals.
We describe detailed ideas about Phase 4 and 5 in a subsequent post:
The possible optimum for airlines beyond the crisis - especially with regard to new business areas'.
In the next part of our project "Ideas for international airlines during and beyond the crisis". is about the question "The possible optimum for airlines beyond the crisis - especially with regard to new business areas".
4. the possible optimum for airlines beyond the crisis - in particular with regard to new business areas
In this part of our project "Ideas for international airlines during and beyond the crisis". is about the question "The possible optimum for airlines beyond the crisis - especially in relation to new business areas?".
For most of the airlines concerned, especially for their managers and decision-makers, it will certainly be difficult to imagine the actual development of the aviation industry over the next few years, taking into account the current points of view.
The current situation forces most airlines to focus mainly on the acute issues, such as resuming air traffic as quickly as possible. This leaves the companies little or, in the worst case, no scope at all to deal with the development of a possible optimum, based on sustainable measures and innovations.
We at NEURONprocessing have therefore developed with the help of our innovative NEURONprocessor Software based Ideation (Idea Development) set out to work out a possible optimum for the airlines that could last beyond the crisis.
In general, already during the crisis - and also in the following years - a global market shakeout is taking place in favour of the renowned and state-owned airlines.
In addition, promising business areas are already emerging for innovative airlines during the crisis. They can be integrated wonderfully into the newly created airline infrastructure with the change that is now necessary anyway due to the Corona crisis. In the following we will discuss these lucrative business areas in more detail. Among others, these are:
- 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
Existing airlines that have survived the crisis may now have the opportunity to select new or better routes and optimally adapt their route networks to the existing infrastructure at their home airports. This is possible because some competitors have already had to leave the market as a result of the crisis. It can be expected that in the post-crisis period further competitors will have to exit or merge with healthier airlines in order to remain competitive.
In this context, a number of fair mergers and amalgamations of existing airlines, known as aviation alliances, may occur. In this scenario, the existing alliances expand their network. However, the exit of some major players in the market, to form new alliances, is also conceivable. This would have a positive effect on the majority of the companies involved, both in terms of the fleet and the route network.
The desire to travel among potential holidaymakers is expected to remain unbroken. The decline in the number of business travellers and commuters after the crisis has subsided can be largely absorbed by holiday traffic, as many people are drawn to faraway places and especially to the sunny beaches of this world after weeks of quarantine. The prerequisite for this is, of course, in addition to the relaxation of the pandemic-related travel restrictions, correspondingly tempting offers from the airlines and tourism providers in terms of pricing and the available destinations.
Favourable framework conditions
Even after the crisis, airlines are likely to benefit from kerosene prices, which will remain low, tax breaks and the unbroken strong demand from their passengers.
Innovative boarding concepts
Due to the increased hygiene regulations worldwide, the boarding concept will be completely revised at most airlines. Taking into account an innovative approach, this can lead to a more efficient, more comfortable and above all faster boarding process for passengers. This is also designed to be much safer from a health point of view.
"In the optimisation of a highly efficient boarding concept, we can always assist interested airlines with our successful IDEATION processes Support.
Airlines already generally represent the highest level of safety for their passengers. Passengers therefore also accept any inconveniences that compliance with the required hygiene regulations may entail, as they still want to reach their destination safely and in good health.
In order to avoid the under "3. possible period of the critical phase of the pandemic for airlines"In order to accelerate the possible development towards the optimum outlined above, the airlines will not be able to avoid launching the ideas described here and in the following points. These can be used as a set screw for the companies to achieve their set goals as promptly as possible.
Optimised route networks
New business segments will essentially be the route networks of the former or acquired airlines that become available. This will bring a large number of improvements for air travelers. In most cases, the higher standards of the parent companies in terms of safety, comfort, booking systems and goodwill options will be adopted. Other lucrative business areas for the airlines are described below.
Power by the Hour Leasing
There is an emerging trend among airlines towards leasing aircraft and away from owning their own fleets. This operating model allows a more flexible adjustment with regard to fleet utilization and can thus be decisive for competition. The airlines or alliances can choose from a pool of aircraft, some of which are shared with leasing companies.
In future, it will be possible to adapt leased aircraft to the corporate identity of the respective airline by simple means. The conversion from one airline to another is possible within a few hours. A trend-setting idea here is, for example, logos of the respective airline projected onto the white fuselage or tail units. These are also visible in daylight due to the projection technology used.
Another possible advantage of leasing is that there are common safety standards, which for many airlines can be higher than before. The increased safety standard results, among other things, from the optimized fleet portfolio of the respective leasing provider. This allows synergy effects, e.g. in maintenance, to be used much more effectively.
This possibility can also be considered for flying personnel within the framework of personnel services specific to the aviation industry. The same applies to ground staff at airports and maintenance facilities.
Health care and new services
A completely new business segment, which has emerged almost as a response to the current pandemic, is preventive health care and related services. The use of medical components is particularly suitable in connection with long-haul flights. The possible range of services and the resulting offer for passengers seems enormous. Once introduced, this can be continuously developed and adapted to the current requirements of the healthcare market.
Such a development is conceivable by innovative airlines in cooperation with medical technology companies, the aircraft manufacturers or cabin equipment suppliers concerned and aeronautical research institutes.
» We at NEURONprocessing support these companies at all times with our highly innovative IDEATION approaches, which can demonstrably contribute to optimal results within the shortest possible time. We are happy to share the ideas we have already developed for this with interested companies on request.
On Board Medical Technology
The basis for the above-mentioned services is provided by (bio)sensors for examining passengers during the flight in order to detect any illnesses and provide possible treatment recommendations. The sensors are integrated into the aircraft seats or cabin furnishings and can be configured variably according to requirements. The sensors can be applied to the body by the passengers themselves. In the best case, they function contactlessly.
Another idea would be anti-stress and relaxation programs that can be offered on the flights.
Neuro- and Biofeedback
Long-haul flights in particular offer an optimal opportunity for passengers to become more familiar with the concepts of neuro- and biofeedback methods. Furthermore, they can convince themselves of their effectiveness directly, on the basis of an often strenuous long-haul flight.
The development of such aeronautical components can be carried out in cooperation with appropriate manufacturers.
Rehabilitation of the sector
The airlines and aircraft manufacturers, in particular Lufthansa and Airbus, can market the health measures described above as a contribution to 'public health' - a kind of de-stressing for the common good. If necessary, this can restore the somewhat tarnished image of the airlines as the worldwide 'carriers' of the virus.
'Carrier of the virus' in 1. the current situation of airlines in the context of the Corona pandemic
The environmental idea
Airlines can start now, during the crisis, to launch new and particularly sustainable environmental technologies. After the crisis has subsided, and in the years to come, airlines can use these sustainably designed programmes as a flagship to promote themselves.
A real requirement for this will arise from the environmental awareness of the population, which has increased worldwide as a result of the crisis.
The effects of the massive suspension of international air traffic and the associated climatic improvement are being officially evaluated and are subsequently penetrating more and more into the consciousness of the population. This is already the case today, so that the aviation industry must come onto the market with appropriate technologies as early as possible and also use them consistently in order to achieve a more environmentally friendly and climate-neutral public image.
To this end, airlines wishing to take on a pioneering role and the associated external impact can establish a corresponding research centre for environmental and climate technology, in cooperation with existing institutions.
It should therefore primarily be a kind of head organization that searches for existing solutions and checks them for their applicability in cooperation with specialists and experts from the partners.
Here, the experience already gained in adapting security technologies from industry - e.g. protective measures with regard to the Corona pandemic - must also be applied to environmental technologies in this context.
In order to anticipate the environmental idea of the airlines, they can develop modern designed aircraft cabins with futuristic ambience and interiors in cooperation with the aircraft manufacturers. In doing so, they should equip the first aircraft in their fleet with them as soon as possible in order to appeal to an innovative, future-oriented clientele.
In the further course, the environment - such as airports, gates, lounges - will also be adapted to enable a completely new futuristic travel flair with real positive environmental attributes.
The prevailing design appears clean, tidy, clearly structured and a colour scheme with white tones predominates - similar to the interiors in science fiction films.
Environmental Transparency Management System
Within the framework of their environmental activities, the airlines strive to continuously visualize the change brought about in terms of increased environmental awareness and to communicate the measures actually implemented, as well as their positive effects of a cleaner environment, to their customers.
A specially created environmental transparency management system shows the environmentally conscious customer transparently and understandably how far one has already progressed in the projects in the environmental area. In addition, the customer can also be involved in terms of his ideas, wishes and imagination. Ideas developed by the customer are selected and then implemented by the airlines. The idea developer is publicly named and appreciated for his contribution by the airlines and the developer community. For his valuable contribution, he receives special status as a passenger, attractive rewards or a credit to his points account in the airline's mileage program.
Our proposed idea 'Public Innovation' below.
A note on our own business:
We offer the possibility of professional IDEAS developer to become.
We've already seen in 1. the current situation of airlines in the context of the Corona pandemic anticipated the idea of 'public innovation' under the heading of 'standard protection measures'.
The airlines make current questions and problems available to their customers on a specific platform. In addition to the questions of the respective company, these can also be topics from other industries, the solution of which the airlines can offer as a service.
Passengers who wish to participate in the solution of a problem or the development of a concept during the flight can do so primarily via their personal mobile devices (smartphones, tablets and laptops). Alternatively, airlines will provide their guests with their own devices, which will be kept on board for this purpose. As an additional incentive, airlines may reward their customers for their support directly with free WiFi access for the remainder of the flight.
Long-haul flights in particular, with their extended time window, offer suitable potential for this. Of course, passengers can also continue to work on their solutions from home. The focus, however, is on questions that can probably be completely processed within a long-haul flight.
The attractiveness of public innovation during the flight is achieved by corresponding bonus systems of the airlines.
Our previous idea proposal 'Environmental Transparency Management System'.
A possible side effect and benefit for the airlines is that a stronger "we-feeling" is created between the company and its customers. For the customer, the feeling arises that the airline and the flight operations are increasingly developing into a personal "biotope", which he himself has helped to shape and would like to continue to help shape.
Similar to Public Innovation and the Environmental Transparency Management System, the platform created for this can be used to participate in surveys in cooperation with opinion and trend researchers. The passengers here represent a good cross-section of a certain part of the population.
Participation could possibly be rewarded by means of an appropriate bonus system, as in the approaches already mentioned above.
Flying on Demand
Flying on demand' offers a new and particularly inexpensive way for passengers to travel. With this concept, certain flights only arise when the scheduled aircraft are filled to capacity. The flights can be offered to passengers at above-average prices, as the planes are always fully utilised in this scenario. This concept presupposes a certain flexibility on the part of the passengers in the event of flight cancellation or postponement in the event of under-occupancy, but this is accepted by the customers due to the favourable price.
In contrast to the airline-specific in-flight entertainment systems already in place today, cooperations and partnerships with the major streaming providers (Netflix, Amazon Prime, Audible, etc.) are also conceivable. The corresponding services will be offered to passengers via a special WLAN access on board.
This is a system with a local server structure and a limited but up-to-date offer. The server updates itself automatically during the turnaround times at the airports. No individual user access is required on the part of the streaming provider - every passenger can stream from the available selection for a fee.
In addition, passengers can sign up for attractive in-flight subscriptions onboard, which means additional profit for the respective streaming providers.
This platform can also be used by airlines for self-promotion purposes - especially for new airline proprietary services described in the broader sense here.
Educational and sightseeing flights
Interested industries and companies can become active as sponsors for educational and sightseeing flights for e.g. school and study classes. For these flights, only the window seats are occupied in order to guarantee each participant an optimal view to the outside. The flights themselves can lead over certain regions worth seeing (e.g. the Alps or coastal regions) and can be backed up with corresponding audio commentaries.
The industrial sponsors can promote their industry during the flights by means of infotainment on the audio and video track. These types of flights are also conceivable without sponsorship as a general offer for groups and individuals with appropriate payment.
In the next part of our project "Ideas for international airlines during and beyond the crisis". is about the question "What do airlines have to do already now to realise a possible optimum of aviation ".
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.
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.
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?".
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.
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.
- 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.
- 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.
- 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.
- In a further step, the data required for the Optimum developed ideas regarding integrated health care and the associated new services will be launched.
- 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?".
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.
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?".
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.
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).
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??".
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.
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".
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.
- 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:
- The current situation of airlines in the context of the Corona pandemic.
- Other possible immediate measures by airlines for regular flight operations out of the crisis.
- Possible period of the critical phase of the pandemic for airlines.
- Steps that airlines need to take now, in parallel to the above immediate measures, to enable an entry into an optimal future development.
- The milestones of the airlines on the way to a possible optimum.
- The possible optimum for airlines beyond the crisis - especially with regard to new business areas.
- 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.
- 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.
- 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:
About NEURONprocessing & COUNTER CRISIS IDEATION
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: www.NEURONprocessing.com
COUNTER CRISIS IDEATION: www.counter-crisis-ideation.com
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:
DATA + FACTS
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
- Grindelberg 15a 20144 Hamburg, de
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