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Cabin Crew Analyst- Pitch Deck

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Cabin Crew Analyst- Pitch Deck

  1. 1. Objective: To improve data/facts gathering and reporting practices/processes INSIGHTS(from data) ACTIONSinto Critical questions to address ● How do we measure our effectiveness in this space? ● What are the metrics we gonna use? ? ● What the top management expects to see in our report? Potential early initiatives ● To build a process framework that could be a lead example for other department to replicate our process excellence. ● To transfer 50-70 percents of our excel workflow into outsourced tool or program. Addressing job responsibility no 1
  2. 2. Potential early initiatives ● To build a process framework that could be a lead example for other department to replicate our process excellence. ● To transfer 50-70 percents of our excel workflow into outsourced tool or program. to fully UTILIZE my past and current expertise EXPERTISE
  3. 3. Objective: To further innovate our cost/budget management practice ALLOCATION OPTIMIZATIONinto Critical questions to address ● Historically, which component of budget made most impact to bottom-line pnl ● Are we willing to double down? Which to further cut? ● Does the projection validates? What are the trade-offs? Potential early initiatives ● To figure out top level overview of departments budgeting structure and relation of each components, what affect what. ● To build interactive dashboard for key stakeholders review. Addressing job responsibility no 2
  4. 4. Objective: To improve our managerial and inflight operational efficiency CRITICAL OBSERVATION(of current practice) PROCESS INNOVATION(from tech-infused workflow) into Critical questions to address ● Who are our key stakeholders from within department or other department? ● What is our current practice, where are bottlenecks? ● When and where my tech bg comes into play? Potential early initiatives ● To build an open anonymous channel to gather feedback with objective to understand current sentiment/practice and engineer a new sentiment/practice to adopt. ● To come up with metrics to measure process excellence Addressing job responsibility no 3 and 4
  5. 5. Objective: To improve our talent acquisition, recognition and building practice GE, MCKINSEY GOOGLE(leading talent powerhouse) AIRASIA X(and airasia in general) into Critical questions to address ● What can we adopt from Fortune 100 companies such as stated above and many others such as Intuit? ● How do we measure effectiveness of our current model? ● How the other department does it? What can we borrow? Potential early initiatives ● To build 20/70/10 performance program by GE as talent management core ingredient. . ● To understand re-evaluate our current promotion system at FAD level for potential expansion. Addressing job responsibility no 6
  6. 6. Objective: To establish strong foothold in the community and industry ACTIVITIES REPUTATIONinto Critical questions to address ● What are industry publication source we can refer to? Mckinsey? BCG? Bain/Co? ● What are year-round related event we can participate, even not focused on our industry? ● What are the measure of success? Potential early initiatives ● To setup speaking engagement in universities . ● To write quarterly industry white-papers. ● To establish a system where cabin crew is given opportunity to take the stage. Addressing job responsibility no 6
  7. 7. is now our Deliberate learnings through experimentation will be our way of work With a secret agenda to become Airasia’s most efficient, most effective and most responsive department. The hub of innovation. RELIGION DATA

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