The shift from systems to experiences
For years, airline transformation was framed as a technology problem. Replace the PSS. Upgrade the stack. Implement NDC. Job done.
But that narrative is starting to feel outdated.
What’s actually happening now, across the industry, is something far more fundamental. Airlines are moving from managing systems to designing experiences. That shift changes how teams are structured, how decisions are made, and ultimately how value is created.
You can see this clearly in the move toward Offer and Order. It is not just a technical migration. It is a complete rethink of how airlines sell, service, and interact with customers.
And here’s the uncomfortable truth. Technology enables this shift, but it does not deliver it on its own.
Digital is now at the core, not the edge
There was a time when digital sat on the periphery of airlines. A website team here. A mobile app team there. Often disconnected from the commercial engine of the business.
That is no longer the case.
Dan Fischer
Today, digital product sits at the centre of airline strategy. It is directly tied to revenue, customer experience, and operational efficiency. Leaders in this space are not just building features. They are shaping how airlines compete.
Recent developments across the industry reinforce this. Over the past month, several airlines and technology providers have accelerated investments into modern retailing platforms, AI-driven personalisation, and Offer and Order capabilities. The focus is clear. Airlines want more control over the customer relationship and more flexibility in how they create and price products.
This is exactly where the challenge lies.
Because moving to a modern retailing model means stepping away from decades of legacy thinking. PNRs, ticket numbers, booking classes. These are not just systems. They are deeply embedded ways of working.
At Thornton Gregory, we see this tension every day. Airlines are not short of ambition. They are short of people who can bridge legacy systems with future-state digital models.
The reality of transformation: constraint drives creativity
One of the most interesting aspects of airline digital transformation is the level of constraint.
Unlike many industries, airlines cannot simply rebuild from scratch. They are operating live, complex ecosystems with millions of passengers, regulatory requirements, and razor-thin margins.
Transformation, therefore, happens in motion.
It is closer to open-heart surgery than a clean rebuild.
This is where the best digital product leaders stand out. They understand how to work within constraints rather than fight them. They prioritise high-value use cases. They build incrementally. And they keep the business running while evolving it.
A common pattern we are seeing is starting with targeted Offer and Order use cases that deliver immediate commercial impact. From there, capabilities expand outward.
It sounds simple. It is not.
Because every step requires alignment across technology, commercial, operations, and leadership.
Leadership is the multiplier
If there is one consistent theme across successful transformations, it is this: leadership matters more than architecture.
High-performing teams are not built purely on technical capability. They are built on alignment.
Clear goals. Shared understanding. Consistent communication.
The most effective leaders create what can be described as high alignment and high autonomy. Teams understand the direction, but they have the freedom to execute.
This is particularly important in large-scale transformation programmes like Offer and Order. The scope is enormous. Thousands of capabilities. Multiple partners. Evolving roadmaps.
Without alignment, progress stalls.
This is where softer skills are becoming critical in airline tech. Judgement, influence, clarity. The ability to bring people along on the journey.
AI may be increasing output across the industry, but it is also increasing noise. The leaders who can cut through that noise and keep teams focused are the ones driving real change.
The human side of digital transformation
It is easy to get lost in the technical detail. APIs. Data models. Retailing engines.
But at its core, aviation is about people.
Every booking represents something meaningful. A family reunion. A business opportunity. A long-awaited holiday.
The best digital strategies do not lose sight of that.
They connect the work back to the outcome. Why does this matter? Who does it impact?
When teams understand that, something shifts. Engagement increases. Decision-making improves. The work becomes more than just delivery.
This is something we hear consistently from leaders across the industry. When people are connected to the purpose of what they are building, performance changes.
What this means for hiring leaders
For CIOs, CTOs, and Heads of Digital, this shift has real implications.
The skillsets required to build modern airlines are evolving quickly.
It is no longer enough to hire purely for technical expertise. Airlines need individuals who can operate across both worlds. Legacy and future state. Technology and commercial. Strategy and execution.
This is particularly true in areas like Offer and Order, NDC, and digital retailing platforms.
The gap is not in awareness. It is in capability.
At Thornton Gregory, we are seeing increased demand for professionals who can translate between these domains. People who understand how systems actually work, but can also shape where they need to go.
Those individuals are rare. And they are becoming increasingly valuable.
Where the industry is heading next
If the past few years were about recovery, the next phase is about acceleration.
Airlines are investing again. Not just in infrastructure, but in capability. AI is being embedded into operations and customer experience. Retailing models are evolving. Sustainability is influencing strategic decisions.
But perhaps the most important shift is mindset.
Airlines are starting to think like retailers.
That means continuous iteration. Faster decision-making. Closer alignment between digital and commercial teams.
It also means accepting that transformation is not a one-off programme. It is an ongoing capability.
The airlines that succeed will not be the ones with the best technology alone. They will be the ones with the best alignment between people, platforms, and purpose.
