The world is on the cusp of the 4th Industrial Revolution, a term coined by Professor Klaus Schwab, founder of the World Economic Forum, referring to the major technology shift from computer systems to integrated cyber, physical, biological and intelligent systems.
Almost everything of what we know, use and do today is based on the existing but rapidly obsolescing 3.0 model that was conceived nearly 50 years ago.
Today, the 4.0 paradigm is fast shaping up as we add intelligent systems, autonomous robots and immersive devices to the mix. It will perturb man-made systems across all domains – industry, business, economics, trade, money, government, geopolitics, social, and even family. I call this Everything 4.0.

Everything 4.0 will be the re-invention – and not an evolution – of 3.0 constructs.

However, as we plan for the future, the most common approach is to engage in 3.0 thinking, extrapolate 3.0 successes and extend 3.0 strategies. Unfortunately, using 3.0 lens to plan for a 4.0 world is not only limiting, but ultimately futile. A paradigm shift needs to be accompanied by a mindset shift.

WHERE SINGAPORE CAN IMPROVE Leaders in business, government and society in Singapore can no longer take an evolutionary 3.0 view of the future. Instead, a radical 4.0 vision is required. Here are three examples of where 3.0 thinking might have constrained Singapore’s future national strategies.

Firstly, on the economic front, the Report of the Committee on the Future Economy, in my view, did not adequately factor in the speed, scope and scale of the transformation to a 4.0 global economy and, as a result, prescribed incremental strategies.

These strategies would exploit the tail-end of the 3.0 paradigm, but may not have gone far enough to capitalise on the artificial intelligence-first, 4.0 world. Tellingly, artificial intelligence (AI), arguably the most defining technology of the coming era, was given one mere passing mention in the report.

Secondly, in the area of education, we might have fallen into the same 3.0 trap. The extent to which students are taught, drilled and conditioned to perform in standardised tests and competitive examinations could be preparing students to go head-on against next generation artificial intelligence.

Renowned futurist Ray Kurzweil predicts that a US$1,000 (S$1,350) CPU (central processing unit) in a computer will possess the cognitive capability of a human being by 2029. By then, logical reasoning, knowledge acquisition and skills application will be necessary, but insufficient for gainful participation in the economy.

Thirdly, social policies to manage the growing pool of economically inactive adults – such as retired seniors and a potential new class of citizens rendered unemployable by technology – will face tough challenges in the 4.0 future.

Former US president Barack Obama, in a Wired Magazine interview (October 2016), foresees that AI will not only replace low-skilled jobs but also repeatable high-skilled jobs and, therefore, we will have serious debates about universal basic income (UBI) in next 10-20 years. While raising taxes in Singapore is an inevitable prospect, major policy shifts are likely to be needed.

To develop a 4.0 mindset, it is better to project to the future, create a preferred scenario and plan backwards – a strategic method known as backcasting – rather than plan forward from the present. Forward planning promotes linear thinking which can be dangerous in a non-linear future, while backcasting encourages imaginative thinking and futures design to make the necessary quantum leap.

FUTURE SHOCK – AND STRATEGIES

I will describe such a preferred – cum plausible – scenario and recommend sample strategies:

In 2030, the technology superpowers – Apple, Amazon, Google and Alibaba – continue to spread their disruptive prowess across all industries, defeating long-time Fortune 500 corporations and digitising old industries entirely.

They become a new class of companies known as the tech-industrial conglomerate, worth upwards of US$5 trillion and collectively responsible for 20 per cent of global production.

Small businesses everywhere are not spared, with 95 per cent failing to survive the digital revolution. In their place, a new breed of techno-enterprises will blossom. Highly networked, dynamic and elastic, these cloud-powered micro-organisations can scale accordingly to real-time market dynamics.

To develop a 4.0 mindset, it is better to project to the future, create a preferred scenario and plan backwards – a strategic method known as backcasting – rather than plan forward from the present. Forward planning promotes linear thinking which can be dangerous in a non-linear future, while backcasting encourages imaginative thinking and futures design to make the necessary quantum leap.

Hyper-connected, autonomous and intelligent technologies are ubiquitous – in factories, offices, schools, hospitals, highways and home, they form self-functioning systems that operate the world with minimal human intervention. This allows enterprises to deliver services at a mere 10 per cent of the manpower intensity from a decade before.

Many of the jobs of 2017 are long gone – these are mostly “value-adding” single-skilled jobs that are more effectively performed by autonomous robots and AI-cloud services.

On the other hand, “value-creating” talent or quasi-entrepreneurs-innovators are in hot demand and super-compensated. They create enormous value by solving systemic problems, making breakthrough inventions, integrating disparate systems, scaling new businesses and reducing consumer friction.

Welcome to the winner-takes-all economy and workforce, where the big majority loses and only a tiny minority wins. At this point, Singapore has emerged as a leading nation, innovative economy and model society of the 4th Industrial Revolution.

Combining this plausible scenario and a 4.0 mindset, I recommend:

• Economy: Preparing the corporate environment, investment climate, business sector, international connectivity, knowledge networks and skilled workforce to prosper in a winner-takes-all and AI-driven economy;
• Education: Equipping students with global mindsets, creative approaches, technical competencies, trans-disciplinary perspectives and, above all, entrepreneurial qualities to thrive when quasi-entrepreneurs-innovators are the new “job seekers”;
• Social: Exploring, designing and experimenting with a UBI-inspired tax regime, enhanced social net, updated social compact, citizen crowdsourcing platform, and time-banking system to support and engage the burgeoning population of economically inactive.

In Singapore today, we have a choice: to let Everything 4.0 happen by chance or to create it by design.

We are uniquely positioned to succeed because of our competent Government, long-term view, competitive economy, tripartite partnership, talented workforce, can-do spirit and cohesive society.

What is missing is an Everything 4.0 mindset that can help us break away from incremental thinking and devise breakthrough strategies to replace obsolete ones that once served us well.

• The writer is the founding president of The Innovators Institute, an innovation company based in Singapore, and ambassador of SingularityU Singapore, the local chapter of California-based Singularity University. The opinions expressed here are those of the writer and do not represent the views of these organisations.

The information gives the airport added value, unlocks new business opportunities and improves services.

In 2016, passenger numbers exceeded seven million for the first time in Bristol Airport´s history. To help obtain an in-depth cohesive view of passengers’ movement patterns, guide daily and long-term operational and business decisions, and drive greater profitability and passenger satisfaction as this number continues to rise, the airport last year implemented an all-encompassing passenger flow measurement and analysis platform named BlipTrack.

This video explains everything you need to know about it and how this technology is relevant to the travel industry.

From Christian Bugislaus Carstens

Content Marketing Specialist and Communication Extraordinaire on Linkedin

Oslo and Stavanger Airports have joined Scandinavian airports Copenhagen, Helsinki, Keflavik, Billund and Aalborg in implementing BlipTrack queue management technology. The open platform, delivered by Leidos, provides insights on passenger queue and dwell times, enabling airports to optimise operation, improve resource planning and ease passengers´ minds with accurate wait times on displays.

Passenger numbers exceeded the 25 million milestone for the first time in Oslo Airport´s history in 2016. As one of Europe’s leading airports, Oslo retains ambitious service quality indicators to ensure they remain among the continent’s most efficient airports, particularly in the face of increased passenger numbers and terminal capacity constraints.

To ensure the passenger experience remains positive as volumes increase, Avinor has extended the relationship with BLIP Systems´ partner, Leidos, to implement BlipTrack in Oslo Airport’s new terminal extension. The platform has already been introduced to other airports within the Avinor group, with implementation at Stavanger Airport now underway.

“Avinor has been working closely with BLIP Systems and Leidos since 2009. We value the long-term cooperation and their professional approach in providing us with technology and data to ensure efficient operations and passenger satisfaction. The implementation of BlipTrack in Oslo´s new terminal building and at Stavanger Airport will help to ensure that passengers experience a quick and easy passage through the first stages of the journey, while significantly increasing the opportunity for a positive experience throughout these airports,” says Lars Erik Flatner, Head of ICT Portfolio at Avinor.

Operationally, the airports uses, among other things, the technology to monitor line density in real time, which allows management to respond promptly and effectively to irregular operations and disruptions, for example by opening additional lines. It enables airports to comply with service-level agreements, and to evaluate and challenge key performance indicators with great accuracy.

In addition, live wait time is shared with passengers on screens and through a mobile app. The continuously updated information helps passengers to plan accordingly, and reduces the stress levels associated with queuing by creating realistic expectations.

“With the expansion at Oslo and the new installation at Stavanger Airport, BlipTrack has proven to be an effective platform to provide visibility on resource effectiveness for greater processing efficiency and improved passenger experience. We look forward to continuing to be part of Avinor´s ongoing plan in having Europe’s most progressive and service-minded airports,” says Preben Andersen, Sales Manager at BLIP Systems.

The BlipTrack solution is successfully employed in optimisation efforts in more than 25 international airports, including Schiphol in Amsterdam, JFK in New York, and airports in Manchester, Cincinnati, Auckland, Dublin, Brussels, Geneva, San Diego, and Edinburgh

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In conversation with Future Travel Experience, Vincent Harrison, Managing Director, Dublin Airport, emphasises the importance of stakeholder collaboration. Indeed, the airport is a supporting partner of the co-located Future Travel Experience Europe and Future Travel Experience Ancillary events, taking place in Dublin, 26-27 June. “I think the fact that they are airports and airlines events, with prominent airline participation from Ryanair and others, will make the debate very useful, particularly in a collaborative sense,” says Harrison. “There’s a lot of players in the market trying to position what they’re doing, or their own niche, and I don’t get the sense that there’s enough joined up thinking, whether that’s between airports and airlines, or between the various providers, so I think that will be an interesting topic for discussion.”

From a customer experience perspective, Dublin Airport is working to catch more in-depth data and utilise that to build a better service. For example, over 30 ‘Happy or Not’ machines have been installed along key areas of the passenger journey in Terminals 1 and 2.

Digital innovation is also at the heart of this strategy. Dublin was among the first airports in Europe to offer free, unlimited WiFi, and this is accessed via a simple one-click process.

“We also have an award-winning mobile app with real-time information on queue times at security and US CBP and ‘my flight’ push notifications that keep passengers fully informed of any last minute changes to their flight,” says Harrison.

Meanwhile, as part of efforts to enhance the growing transfer business, Dublin has worked closely with Google to provide a free virtual digital assistant guide – DUB HUB – for connecting travellers. This provides passengers with a digital map showing their current location, the boarding gate number of their connecting flight, directions to the gate and the approximate time it will take to walk there. “DUB HUB uses real time geo-location tools to give users a simple graphic interface with clear walking directions to the gate,” Harrison explains. Indeed, this has been extended to offer targeted food & beverage and retail offers to transfer passengers.

More and more of the airport’s frontline staff are using mobile technology to help with easy and quick access to information to help passengers on their journey through the airport. “We have streamlined products and services on our website so passengers can select accessory travel services such as car parking, fast track through security, Platinum Services and executive lounges,” Harrison notes. “We have developed online shopping services so passengers can pre-order before they fly and collect when they are departing. Also, passengers can shop and leave items for collection on the return journey.”

Smoothing the airport journey and speeding up processing times

The drive for innovation is truly creating a seamless airport experience. Dublin Airport is one of only two in Europe, along with Shannon, to offer US Preclearance, which allows passengers to be treated as domestic travellers upon arrival in the US.

“US Preclearance has seen the introduction of 16 digital pods that capture the passengers’ image, and fingerprints [an ESTA requirement] as part of the pre-preparation stage,” Harrison comments. “We have collaborated closely with US CBP to facilitate new Automated Passport Control kiosks to smooth the journey and speed up processing times in that area. We have also worked closely with the Irish Naturalisation Immigration Services, INIS, which operates immigration at the airport, to provide automated passport reading machines in passport control.”

Last year, Dublin Airport opened a first-of-its-kind passenger lounge after US Preclearance in Terminal 2. Business class passengers flying with Aer Lingus, Delta Air Lines, United Airlines and American Airlines have complimentary access to the lounge, which is called 51st&Green, and other travellers can pre-pay online for entry. It is another differentiator for Dublin Airport.

Also last year, €2 million was invested in 62 new self-service kiosks to streamline the check-in and bag drop process in both Terminal 1 and Terminal 2.

FTE Europe and FTE Ancillary attendees will be able to experience these innovations for themselves on a dedicated airport tour.

“If you’re interested in emerging technologies, FTE Europe and FTE Ancillary are the ideal platforms. I’m certainly looking forward to what the other players will be highlighting as new technologies or new ways of looking at the business,” Harrison concludes.

, and Lisa DePaolo, Director of Strategic Accounts Ve Interactive, explain the tremendous benefits of remarketing: 5-8% recovered online sales.

International Airport Review interviews CHRISTINE FALZON, Business Development manager at ICON and discusses personalisation, technological solutions and how the aviation industry can better embrace new technologies. It’s no longer passenger experience… it’s now seamless travel.

source : https://tinyurl.com/n87gle6

In an interview for International Airport Review, Sarah Wittlieb, Head of Innovation at Munich Airport, and speaker at Passenger Terminal Expo 2017, speaks to our Digital Editor, Roy Manuell about the ways in which technology aids, and also creates challenges, for modern day passenger experience.

Your speech here at Passenger Terminal Expo focused on ‘megatrends’. Could you provide our readers with an introduction to this topic?

It shouldn’t be a surprise to the aviation industry that it’s very important, crucial even, to deal with megatrends, especially as technology and customer needs evolve. Megatrends, while slow evolving, can influence aspects and processes within our lives, and the perceptions held by government and society, perhaps even for decades. To give fairly recent examples, many people have bought Apple watches or begun car sharing when making journeys. What I am going to present is how an airport can use those megatrends to identify what the main issues for the coming years will be and what an airport could do in order to be prepared for them.

I think that, typically, the new technological innovations that our passengers use don’t usually come from the aviation industry; they come from companies like Google, like Facebook, and also from the automotive sector, from mobility companies. However, we still need to identify what is likely to happen and how we could be prepared for that, in order to save the business model or create a new one.

So this is essentially a question of how your airport can adapt to the rapidly changing world of technology?

Yes, technologies, and also for changing customer needs. If you told everyone 15 years ago that today they would have an iPhone or smartphone they wouldn’t have believed you! You have to think about what is happening in the market and not only in the aviation industry, and also about what we, as an airport, do.

The megatrends – and also the microtrends – that we are looking for, are not only concerning aviation. We look at what is happening in different sectors all around the world. We are constantly scouting for likely or emerging trends.

Could you give a specific example of how one of these technologies is, or will, adopt itself towards that kind of technology?

I will give two examples; I guess many people are familiar with Google Street View. There are so many people who, before they book a vacation or trip, will go online and look how at where the hotels are and how they could get from A to B. They will see what’s around, where the nearest restaurants are, and get a feel for how the place looks and feels.

We know from research with our own customers that there are many people who would like to know more information about the terminals, before they arrive at the airport. Even, simply, how do I get from parking to the terminals?

So, in light of this, we are working with a start-up company, called Navvis. They developed a type of a camera wagon system which created 360 degree views of our airport. Our passengers can view this on our website homepage, on our app, or within different channels. The system benefits not only people who would like to prepare their route before beginning their journey, but also those who are already inside in the airport. Passengers can see how to get from A to B, which kind of restaurants you have, the retail and shopping facilities you offer, and we feel that it’s a very good reaction to finding an answer to this question.

Nonetheless, you always have to look at the security of the data, and that is why I’m so pleased we chose to work with a start-up company.

Another example is a project which is due to be online in two months’ time, called ‘Mobility as a Service’. We know that many of our passengers, many of whom are not originally from Munich, arrive at Munich Airport wanting to know how they will get from the airport to their final destination. Developed in cooperation with Siemens Mobility, ‘Mobility as a Service’ is an online service, whereby people get real-time information, showing the possible routes and means they have to get from A to B. It is not only for those who have used their own car and parked at the airport, it also provides information about trains, car sharing, taxis etc.

‘Mobility as a Service’ doesn’t just provide the same information that you can get already through other mediums. We have information that some others don’t; We know how long people have to wait to get through security checks, or how long they have to wait to collect their luggage, and this  real-time information is included in our service.

It’s real-time information which means that if there’s a problem with, for instance, their intended train journey, passengers can directly see what they could do instead, and also ticketing as well.

That’s very exciting. Going back to the issues you mentioned regarding big data, and holding data, firstly what are the precise dangers?

We always strive to see things from the perspective of the customer. This is always at the forefront of our minds in any issue. And our customers, especially in Germany, generally dislike showing their data like they do, for example, in the US. So, naturally, we have to deal with this aspect, while always being mindful of what is and isn’t allowed. A large company who is, for example, known for selling that data to different companies, would not be of interest for us to work with, for that very reason. Yes we are an airport, but it’s no longer only a question of infrastructure.

In Europe especially security is at the forefront of people’s minds at the moment, how might this affect passenger experience? How do airports ensure a very high level of security without compromising passenger experience?

In my opinion, you always have to look at a passenger’s journey as a whole, not just at particular points. There may be some touchpoints where safety and security need to take priority, but I think that most passengers would appreciate this, and therefore not be expecting to get the best entertainment in that situation. I think that most of us are very happy if we experience a secure airport in which we feel comfortable. You should never only think about when the customer is at one place or point in the airport because for us it’s the question of the whole journey from when the customer starts to plan their trip or vacation to when they arrive home again.

Generally speaking, which new technologies in the aviation industry are you most excited about?

First of all, new mobility or connective mobility. I think it’s no longer a question of which kind of mobility provider will be the one who sells the product, for example, a car. I think in the future passengers will expect to only buy one ticket for their whole journey, across different transport modes, where first, for example, they take a car share to the airport, then fly to a different destination, arrive get out and take a train, or a bus, or a taxi. I don’t believe passengers will be willing to buy separate tickets for their transport. I think it should be one ticket and that means cooperation, so new mobility is very, very important for the future.

Another would be the best combination of online to offline, because I don’t think that online alone is the best solution. There are still moments when people love to see each other.

Of course not everybody is online, though the majority of us are. How do we connect with those who are not online, who don’t have a smartphone or internet devices?

Actually, I don’t think it’s a key question for airports, or for mobility, because research from speaking to our passengers has shown that on average every person has more than one smart device with them during their journey, for example a smartphone and/or a tablet.

What about the elderly passenger, who doesn’t have a tablet or a smartphone at all?

We did a workshop with what we call the ‘Silver Generation’. For us, the results were really surprising because whilst we had assumed that the majority of them didn’t use or have an iPhone or a tablet or device, most of them said that they do own one, but just that they weren’t willing to use it for all processes. So I guess it would still be a question of a good combination; You will always have some people to help those who need it at the airport. And it’s not just a question of age either, there will also be people with special needs, lost baggage, or incidences where our passengers will still prefer to talk to a person.

If you had to name the biggest threat to passenger experience, what would you say that is?

The biggest threat might be that people who are always online are not able to fully experience the situation where they are at that moment. If you look at the way people move, and it is not just in airports, even when people walk through cities for example, with a smartphone in their hand, they’re walking around and they’re not really feeling or engaging with what is happening around them. It’s a real challenge to catch them, and which channels to use.

Our own digital unit are really successfully looking at how we can reach these passengers at particular touchpoints, but it is a huge challenge. For example, if you look at passengers who are standing in the duty free shop, they can open their smartphones and look up the prices for the same products if they were to buy them online.

Imagine we’re having this conversation in one years’ time, what will have changed?

Actually, it is possible that there could be a main change in how an airport is used. At Munich Airport we carry out a lot of testing of new prototype products with like-minded companies who realise it is a question of cooperating and co-creating. Together with those companies as a partner, we develop new products which we test at the airport. Munich Airport creates a great test environment because there are so many people here every day who are interested in trying something new and seeing a product they have never seen before.

What sets Munich apart from other European Airports?

For me, Munich Airport is a perfect combination, it’s a really unique place because if you arrive at Munich Airport you instantly recognise where you are. You could not mistake us for any airport anywhere in the world, because we have the perfect combination of premium, 5 star luxury products, and the really good services that we offer, but in combination with what we call the ‘Gemütlichkeit’, people coming together and having fun together, and that’s very unique. We have many people who go to the airport just to experience that, just to go at the weekend, to do some shopping, see the people who are travelling from all around the world, sit together and share a conversation with them. For us, it is more than just an airport.

The Seamless Travel Series so far

The conversation is shifting. It is no longer a question of passenger experience. Air travel is now defined by ensuring seamless travel. In this new online series, International Airport Review will explore different perspectives from industry leaders such as SITA, Munich Airport, ACI World and many more to consider the ways in which the concept of seamless travel is now defining the changing world of air travel.

source : https://tinyurl.com/mh7okmv