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3 mins read 
Introduction to Raising the Bar
As the CTO of Accelya, my leadership philosophy focuses on driving performance through clarity, ownership, high talent density, and velocity. These principles are pivotal as we advance Accelya’s FLX ONE; a transformative platform designed to empower airlines with cutting-edge retailing capabilities and operational efficiency. In an industry as dynamic as airline retailing, these core strategies enable us to stay agile and competitive.
Why Now? A Unique Moment for Airline Digital Transformation
Airline Retailing is an industry due for transformation. When a new leader steps in, it brings a window of opportunity. Leveraging this momentum is crucial for setting a transformative direction. Reflecting on my past successes on Tizen, Samsung Knox and HP’s Workforce Experience, I’ve learned that seizing initial enthusiasm through clear communication and decisive action can create lasting impact and transform industries. This principle will guide us at FLX ONE as we pursue excellence in airline digital transformation.
The 10% Rule: Raising the Bar
Putting in 10% more focused effort to benchmark against and aspire to be best-in-class is the decisive factor between mediocrity and industry transformative leadership. At Accelya, we will apply this 10% rule across product innovation, technology, and customer experience. Competing with giants like Amadeus and Sabre, while learning from best-in-class companies like Stripe and AWS, FLX ONE aims to set new standards in digital transformation for airlines, emphasizing both speed and quality. Measurable airline focused objectives ensure that we consistently Raise the bar for the Airline Retailing space.
Four Principles to Raise the Bar in Airline Technology
1. Clarity and Differentiated Value
Clarity in strategy and execution prevents confusion and accelerates results. For FLX ONE, this means prioritizing differentiated-customer-value. Each initiative we pursue must provide airlines a positive ROI and provide accelya a distinct competitive advantage. When we concentrate with clarity on just 1-3 priorities, effective execution follows. And Execution Matters!
2. Ownership and Autonomy
Clear roles and autonomous decision-making empower our teams to execute with agility and accountability. By simplifying structures as per the product architecture and fostering a culture of ownership, we avoid unnecessary bureaucracy. Ownership instills accountability. Accountability amplifies the decisiveness, speed, and quality essential for leadership in Airline Retailing.
3. High Talent Density
High talent density is key in competitive fields like software. Building teams with talented 10X engineers and industry experts drives innovation and execution. Much like win percentages of the high-performing teams in sports, our goal is to create a culture where collaboration and mutual respect fuel productivity and creativity.
4. Velocity
Velocity is essential in technology to iterate fast towards a perfect solution For FLX ONE, agility is key to staying ahead of competitors and quickly adapting to market shifts. We constantly evaluate our velocity using the Google’s DORA metrics framework and remove process bottlenecks and inefficiencies, ensuring our platform remains at the forefront of airline digital transformation.
The Importance of Shared Success in Airline Retailing
Ultimately, success is about collective achievement. By setting clear metrics, tracking them week-on-week and celebrating progress, we create a culture that values both results and collaboration. Our journey with FLX ONE is not only about leading the airline retailing industry but about creating meaningful impacts that resonate throughout our company and beyond.
In the fast-evolving airline industry, it’s the 10% extra but conscious effort that transforms potential into achievement. Together, we can raise the bar for digital transformation in airline retailing and shape a future where excellence is the standard.
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