LAX

Question 1

LAX Problems

Answer 1

*Horseshoe design with no terminal connections
*Outdated facilities
*Often delayed and cancelled flights
*Limited amenities & services
*Single road access to airport (leading to traffic delays for passengers and employees)
*Few transit passengers than other airports
*Large organization with bureaucracy and many stakeholders
*Few employees under direct control of CEO

Question 2

Who are the Stakeholders and Customers

Answer 2

*Employees
*Travelers: The sun lounge tourist (30%), the airport enthusiast (21%), the workman (17%), the friendly vacationer (15%), the timekeeper, and the value seeker (9%)
*Mayor
*Union
*TSA
*Public Transportation
*Executive and deputy committees
*Community of LA
*The Board

Question 3

How to get TSA on your side

Answer 3

• Building rapport and trust
• Aligning them with the vision
• Being open to different approaches with TSA. Instead of being the last to try a new change implemented, they became the first to try and take risks.
• If you can’t control them, you can work with them, we can train them, and inspire them so that they want to create the best experience too.
• For example the ICARE training, mystery shopping, and implementing rewards for employees. Developing the dashboard of the guests experience will show partners such as TSA how these improvements are progressing and inspire them to follow the vision.

Question 4

How to get Mayor/LAWA on your side

Answer 4

• Align the vision with the mayor’s office
• Put together a design team of 16 LAWA employees representing different levels to put together a strategic plan for a matrix approach.
• Being open to input from the Mayors office and LAWA employees is important in guiding that trust to collaboratively execute the vision.
• Together they created a mission and a vision and key goals:
• Innovate to enhance security
• Effiency and effectiveness
• Sustain a strong business

Question 5

How to get third party contractors on your side

Answer 5

• Creating the CALM staff to manage and coordinate all construction projects
• Constantly communicating with the team for updates. To drive alignment, the leadership team meets every two weeks for construction updates. The consensus was that this enables collaboration and exchange of unfiltered important information.
• Send out a survey to third party entities to gather feedback and asses if your vision or change is taking place