Aligning Vision in the Digital Age: Lessons from a Southeast Asian Airline’s Service Recovery Team

Recently, I had the opportunity to lead an advisory service and digital transformation workshop for the service recovery team of one of the largest airlines in Southeast Asia. The engagement was both challenging and rewarding, providing valuable insights into the intricacies of aligning multiple business units toward a common operational goal.

Operational Silos: A Shared Goal, Different Paths

From the onset, it became clear that while every business unit within the organization was working toward the same outcome—improving service recovery—their paths to achieving it were wildly different. Each unit had its own processes, priorities, and methodologies, rooted in their specific experiences. The leaders of these units were highly knowledgeable and passionate about their practices, believing firmly that their approach was the best for achieving success.

This created a significant challenge: aligning these divergent processes without disrupting the underlying belief systems that the leaders held. Throughout the workshop, it became apparent that while everyone wanted to deliver exceptional service recovery, they were operating in silos—unaware or resistant to the possibility that other methods could also contribute to the overall goal.

The Challenge of Alignment: Addressing the Communication Gap

One of the key takeaways from the workshop was the difficulty of getting leaders to compromise on operational processes. As each unit believed that its practices were superior, the first step was to identify where common ground could be found. It wasn’t just about imposing a new system—it was about fostering a mindset of collaboration and adaptability.

During the workshop, I introduced team-building exercises designed to shift the focus from individual practices to collective goals. By encouraging leaders to step outside their immediate concerns and view the larger picture, we created a space where communication gaps could begin to close. This not only improved understanding between units but also laid the groundwork for a more unified strategy moving forward. As the activities progressed, it became evident that alignment wasn't about forcing change but facilitating open dialogue.

Dealing with the Knowledge Paradox

Perhaps the most difficult aspect of the workshop was managing the ‘knowledge paradox.’ Experienced leaders, armed with years of insights, can often be the most resistant to change. Their expertise, while invaluable, also came with a strong belief in their own methods. This created friction during discussions, as many were reluctant to consider alternatives or adjust their processes.

The resistance was not surprising; in my experience, knowledgeable people can sometimes be the most challenging to influence. Their persistence in holding onto established practices was both a strength and a weakness. Throughout the workshop, I emphasized the importance of balancing their hard-earned expertise with the need to stay adaptable in a fast-changing environment.

What I found fascinating, though, was that this resistance often stemmed from a fear of losing control or diminishing the value of their experience. Once we reframed the conversation to highlight how their knowledge could contribute to a collective strategy rather than being discarded, there was a visible shift in attitude. It reinforced for me that the most effective way to manage knowledge-based resistance is not to challenge it directly, but to show how it can be integrated into broader, more effective strategies.

From Knowledge to Action: The Power of Collaboration

By the end of the workshop, we were able to outline a clear, actionable framework for the organization. This framework was not a one-size-fits-all solution, but rather a guideline that allowed for flexibility and adaptation. The goal was to provide a directive strategy that respected each unit’s knowledge while minimizing the communication gaps that had previously slowed down decision-making.

One of the biggest takeaways from the experience was the importance of making knowledge actionable. It’s not enough to know something—it’s about how that knowledge is applied in a meaningful way to improve operations. The leaders began to see that by working together and sharing their insights, they could create a more efficient, responsive service recovery team.

Final Thoughts: Digital Transformation is More Than Technology

This workshop was a reminder that digital transformation is as much about people and processes as it is about technology. It’s about bringing together diverse perspectives, encouraging collaboration, and managing the complexities of human dynamics. Aligning multiple business units within a large organization will always come with challenges, but with the right approach, those challenges can become opportunities for growth.

In this case, the most significant breakthrough came not from adopting new technologies but from fostering a mindset of openness and teamwork. By closing the communication gaps, leveraging the knowledge of experienced leaders, and providing a clear path forward, we were able to guide the service recovery team toward a more unified and effective operation.

This experience reaffirmed my belief that transformation requires both strategic planning and the willingness to adapt. It’s about aligning visions, respecting expertise, and guiding teams toward a future where every unit is moving in the same direction—together.