Since this Publication covers several technologies and topics, it is helpful to visualize how they compare with one another in their level of transformation (basic/intermediate/advanced) and stage of readiness for airport operators (reactive/strategic/innovative). The infographic above provides a general industry categorization of these technologies.
For example, a technology such as cloud services is listed at the intermediate level and in the reactive ring, which indicates that it is applicable for airport operators who are more reactive. Cloud services is intermediate due to the broad effects it has on many airport systems/operations. It is shown in the reactive ring since many airports have already deployed cloud services, and there is a well-developed market for cloud solutions; therefore, airports that are more risk-averse can look to many others for lessons learned and proven best practices. However, there are some uses of some of these technologies that verge into more than one stage of readiness. (See the “Tiered Approach” section of each Technology Focus article for examples of these uses.)
The following sections discuss each Transformation Tier and area within the adoption curve, as described in the Executive Technology Overview. For more on each topic noted in the infographic, see the corresponding sections in the Technology Focus and Applied Technology in Airports articles.
Transformation Tiers
For each technology deemed “transformative,” this Publication further breaks down its level of transformation to airports into the following three Transformation Tiers: Basic Transformation, Intermediate Transformation, and Advanced Transformation.
Basic Transformation: This Transformation Tier includes technologies that airport operators have researched and for which they have some understanding of how the deployment of these technologies will impact their organizations. Airport operators have not experienced widespread deployment of these technologies; however, they have been able to gather valuable real-world data on them and how they will impact their organizations. Airport operators may have even begun preparations to account for these technologies.
Intermediate Transformation: This Transformation Tier includes technologies that bring more disruptive impacts to airport operations. While airports may not be able to lean heavily on previous airport implementation of the technology, they may have some knowledge of or plan for how the technology may impact them. Though much can change from conceptualization of a technology to deployment, having a plan can go a long way. Airport operators can have a sense of where a technology in this Transformation Tier will impact their organizations most, and they can begin to allocate resources as needed.
Advanced Transformation: This Transformation Tier includes technologies for which airport organizations have little to no prior deployment experience and knowledge on how to properly implement or account for the technology. The technologies in this Transformation Tier are the most potentially revolutionizing operations since airport operators will have very little experience in or preparation for dealing with them.
Transformation Tier Ranking
To determine how the technologies fit into each Transformation Tier, this Publication considers the following factors: airport impact, airport knowledge, and airport deployment.
Airport Impact: Will this technology likely have a sizable impact on airport operations, stakeholders, or business? While numerous technologies are in development, even within the aviation industry, the Transformation Tiers only include technologies that have a notable impact on the airport environment.
Airport Knowledge: Do airport operators understand the potential uses for these technologies and the impact they may bring to the airport environment? The unique scenarios and considerations presented within an airport can alter the ways in which technologies can be used. It may take airport operators some time to better understand how these technologies can be deployed and used effectively, or how the deployments of others may have an effect on their business.
Airport Deployment: Have airport operators gained experience with the technology through real-world pilots or deployments? Many of the unique issues that airport operators must account for are not discovered until they have been experienced in an operational environment. The lessons learned from one deployment are used to refine aspects of later deployments, improving the effectiveness of technology solutions.
Adoption Curve
Due to varying levels of risk tolerance, financial means, or technical capabilities, not all airport operators have the same approach to innovation. Understandably, this impacts what types of technology solutions these operators can deploy. Numerous factors influence what types of technology solutions an airport operator may be interested in investigating. While some airports may be categorized as more aggressive in pursuing innovation, other airports are more risk averse.
The following technology adoption categories define levels of aggressiveness that airports have toward the pursuit and implementation of transformative technologies. Airport organizations in these categories take different strategies when pursuing innovation, focusing more on either reducing risk or leading the industry.
Innovative organizations place emphasis on early adoption of technology and pioneering new solutions in the industry. Innovative organizations have developed internal tracking programs that continually research the development of innovations and the impact they are having in other industries. They also provide a leadership role in the aviation industry by developing concepts and performing pilot tests to establish use cases that provide a basis for strategic organizations to begin to evaluate.
Strategic airport organizations monitor where technology is going and study implementations conducted by innovative and other strategic organizations to gain lessons learned and determine what trends are the most applicable to their unique environment. Strategic companies devote a portion of their time and resources to innovation and may deploy smaller-scale pilots to better understand emerging technologies.
Reactive airport organizations are highly risk averse when dealing with new technology. Whether due to the constraints of limited available capital, skill deficits, or a general leadership position of caution and conservative growth, these airport operators do not pursue technology solutions that are still considered “new” to the industry. Reactive organizations allow innovative organizations to identify and resolve challenges in emerging technology and display proven success before developing their own implementation plan. They also wait for strategic organizations to work out the business cases, and they allow the industry adoption rate to increase in size, as numerous solutions become available with a wealth of knowledge about procurement, installation, and operations.
For example, a technology such as cloud services is listed as intermediate and reactive. It is intermediate due to the broad affects it has on many airport systems/operations. It is categorized as reactive since many airports have already deployed cloud services and there being a developed market for cloud solutions; therefore, airports who are more risk averse can look to many others for lessons learned and proven best practices.