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. 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. 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. 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. 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. 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. 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