Design Thinking for Innovation in the Air Transport Industry 

 1 . Challenge : As a leading technology provider in the air transport industry , 

 our company is currently facing significant obstacles due to COVID-19 .    Specifically , survey responses from a wide array of both airline and airport   customers yielded a common theme : people are afraid to fly right now .    They are extremely wary of contracting the virus .   This fear has resulted in a   90 % decrease in transactional volume in certain business units in a 2 - month   span .   In order to get our business on track , we needed to address this   immediate concern in a manner that is operationally sound and cost   effective .   First and foremost , we needed to win back the trust of our   customers by alleviating any reservations they had regarding their health   during upcoming air travel experiences . 

 2 . Selection :   Given the dramatic impact COVID-19 has had on the business , 

 our executive leadership team knew that swift action was necessary .   Their   first course of action was to consult major airline and airport customers .    These major customers had in turn sought feedback from their passengers   to determine what would comfort them enough to fly again .   Collectively , it   was determined that a learning launch would work best .   As Lopez from   the University of Virginia alluded to in his lecture , we needed to perform a   small experiment to test a new idea in the marketplace .   Specifically , we   would deploy existing biometric screening technology to perform a quick   health screen for passengers just prior to boarding .   This would allow the   test to be implemented rapidly and at minimal incremental cost .   Our   hypothesis was that this new product would ensure the health and assuage   the fear of all passengers during the pandemic .   Whether this hypothesis   was proven right or wrong , it would serve as the best mechanism to get us   from the “ What is ” stage to “ What if . ”   Just as the global pandemic has   brought each of us into unchartered territory , so also has impacted the air   transport industry .   While nothing like this product has ever been   introduced before , its effectiveness could only be substantiated through   testing in actual air travel experiences . 

 3 . Application : To test out the newly developed technology , ten major 

 customers were selected as targets for the learning launch .   They consisted   of five airlines and five airports strategically located in different regions   throughout the world .   The thought process was that this would provide a   solid , unbiased representation of the new product ’s acceptance .   At   airports , the health screen scanners would be placed at different locations .    One might be at curbside check - in , while another location might have the   machines just as you enter the lobby .   Still another could perform the   screen at the security checking station .   As for the airlines , a representative   would activate the health screens at the gate just as passengers were about   board select flights .   Screens would be completed in mere seconds , and   failing passengers would be prohibited from boarding .   For example , a   passenger with a temperature over 100 degrees would be asked to step   aside . This experiment will produce data on the effectiveness of the new   technology and assist management in choosing the next course of action . 

 4 . Insight :   As the global pandemic is ongoing , we are still gathering data on 

 our new technological experiment .   Thus , deriving many conclusions is   premature at this point .   It could be the case , for example , that placing the   health screeners at an airport ’s front door contributes to long lines causing   passengers to become impatient before they even check in at security .    Alternatively , we could receive feedback from airline employees that   screening each passenger is too time - consuming , and that random test   sampling would be a better application method .   There are a host of   possible outcomes , and it will behoove us to be receptive and learn from   our findings .   One insight has been made very clear :   the new health screen   technology is being warmly received by the air transport industry .   Airport   and airline directors are eager to adopt the technology to reignite their   businesses as well .   Health screening has become a new industry buzz   phrase , and players are poised to reap its benefits .   Deployment of the new   technology will be a continuous improvement process , as industry players   test out the best options for customer throughput .   In conclusion , we have   learned that biometric health screening “ wows ” in the air transport   industry .   Now , we must learn whether or not it actually works . 

 5 . Approach : As the technology deployment progresses , it will be vital to 

 document key lessons from the learning launch .   One way to do this would   be through storytelling .   As Barry Lopez , Global Leadership Development   Director at Mars , Inc. states , “ Every good product starts with a good story . ”    It would be very compelling to listen to major stakeholders tell us of their   journey with this new product , especially during this critical time .    Gathering this information from end users could evolve into further action   steps .   Mind mapping is another tool that could benefit us in this new   product deployment .   As Lopez points out in her lecture , mind mapping   could assist us in detecting patterns and making further insights into the   data we have acquired .   Perhaps the data will show that we ought to   deploy the new technology more broadly to promote more air travel   worldwide .   On the other hand , the learning launch data may indicate that   the health screens are causing passengers to become disgruntled and   creating a pain point for airline and airport personnel .   Providing airport   tours to industry leaders could invoke new questions regarding actual   application of the new technology .   Another possibility is that the data may   guide us to a completely different course of action .   For instance , maybe we   would instead redirect resources toward implementing an N-95 inventory   management system for airlines globally .       This new technology was developed in the creative spirit of innovation , and   our design thinking must continue in this same vein .   Storytelling and mind   mapping will help us understand that the learning launch is a critical   element and necessary step of our innovation journey rather than the final   destination . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Design Thinking for Innovation in the Air Transport Industry 

 1 . Challenge : As a leading technology provider in the air transport industry , 

 our company is currently facing significant obstacles due to COVID-19 .    Specifically , survey responses from a wide array of both airline and airport   customers yielded a common theme : people are afraid to fly right now .    They are extremely wary of contracting the virus .   This fear has resulted in a   90 % decrease in transactional volume in certain business units in a 2 - month   span .   In order to get our business on track , we needed to address this   immediate concern in a manner that is operationally sound and cost   effective .   First and foremost , we needed to win back the trust of our   customers by alleviating any reservations they had regarding their health   during upcoming air travel experiences . 

 2 . Selection :   Given the dramatic impact COVID-19 has had on the business , 

 our executive leadership team knew that swift action was necessary .   Their   first course of action was to consult major airline and airport customers .    These major customers had in turn sought feedback from their passengers   to determine what would comfort them enough to fly again .   Collectively , it   was determined that a learning launch would work best .   As Lopez from   the University of Virginia alluded to in his lecture , we needed to perform a   small experiment to test a new idea in the marketplace .   Specifically , we   would deploy existing biometric screening technology to perform a quick   health screen for passengers just prior to boarding .   This would allow the   test to be implemented rapidly and at minimal incremental cost .   Our   hypothesis was that this new product would ensure the health and assuage   the fear of all passengers during the pandemic .   Whether this hypothesis   was proven right or wrong , it would serve as the best mechanism to get us   from the “ What is ” stage to “ What if . ”   Just as the global pandemic has   brought each of us into unchartered territory , so also has impacted the air   transport industry .   While nothing like this product has ever been   introduced before , its effectiveness could only be substantiated through   testing in actual air travel experiences . 

 3 . Application : To test out the newly developed technology , ten major 

 customers were selected as targets for the learning launch .   They consisted   of five airlines and five airports strategically located in different regions   throughout the world .   The thought process was that this would provide a   solid , unbiased representation of the new product ’s acceptance .   At   airports , the health screen scanners would be placed at different locations .    One might be at curbside check - in , while another location might have the   machines just as you enter the lobby .   Still another could perform the   screen at the security checking station .   As for the airlines , a representative   would activate the health screens at the gate just as passengers were about   board select flights .   Screens would be completed in mere seconds , and   failing passengers would be prohibited from boarding .   For example , a   passenger with a temperature over 100 degrees would be asked to step   aside . This experiment will produce data on the effectiveness of the new   technology and assist management in choosing the next course of action . 

 4 . Insight :   As the global pandemic is ongoing , we are still gathering data on 

 our new technological experiment .   Thus , deriving many conclusions is   premature at this point .   It could be the case , for example , that placing the   health screeners at an airport ’s front door contributes to long lines causing   passengers to become impatient before they even check in at security .    Alternatively , we could receive feedback from airline employees that   screening each passenger is too time - consuming , and that random test   sampling would be a better application method .   There are a host of   possible outcomes , and it will behoove us to be receptive and learn from   our findings .   One insight has been made very clear :   the new health screen   technology is being warmly received by the air transport industry .   Airport   and airline directors are eager to adopt the technology to reignite their   businesses as well .   Health screening has become a new industry buzz   phrase , and players are poised to reap its benefits .   Deployment of the new   technology will be a continuous improvement process , as industry players   test out the best options for customer throughput .   In conclusion , we have   learned that biometric health screening “ wows ” in the air transport   industry .   Now , we must learn whether or not it actually works . 

 5 . Approach : As the technology deployment progresses , it will be vital to 

 document key lessons from the learning launch .   One way to do this would   be through storytelling .   As Barry Lopez , Global Leadership Development   Director at Mars , Inc. states , “ Every good product starts with a good story . ”    It would be very compelling to listen to major stakeholders tell us of their   journey with this new product , especially during this critical time .    Gathering this information from end users could evolve into further action   steps .   Mind mapping is another tool that could benefit us in this new   product deployment .   As Lopez points out in her lecture , mind mapping   could assist us in detecting patterns and making further insights into the   data we have acquired .   Perhaps the data will show that we ought to   deploy the new technology more broadly to promote more air travel   worldwide .   On the other hand , the learning launch data may indicate that   the health screens are causing passengers to become disgruntled and   creating a pain point for airline and airport personnel .   Providing airport   tours to industry leaders could invoke new questions regarding actual   application of the new technology .   Another possibility is that the data may   guide us to a completely different course of action .   For instance , maybe we   would instead redirect resources toward implementing an N-95 inventory   management system for airlines globally .       This new technology was developed in the creative spirit of innovation , and   our design thinking must continue in this same vein .   Storytelling and mind   mapping will help us understand that the learning launch is a critical   element and necessary step of our innovation journey rather than the final   destination .
### Output: 