When IATA completed its strategy review in 2012, one of the key conclusions was that IATA is not as organizationally effective as it could be. This is not to say that IATA does not deliver value to its members. It does. But it can also do better.
With this in mind, in September 2012, IATA launched ‘Project Sunrise’ to take a closer look at how IATA operates and thus how it could be organized better to represent, lead and serve our member airlines.
This project has resulted in some significant changes to the way IATA is structured and how it works:
- We have adopted a principle of ‘global development, regional delivery’. Our products, services and industry positions will be developed centrally to ensure global consistency. But they will be ‘delivered’ by the IATA team members in our regional and country offices to facilitate regional tailoring where needed.
- We have restructured our head office divisions to align them closely to what our members need.
- We have empowered our regional teams.
The new organizational structure reflecting these changes came into effect on 1 July 2013. The changes to the processes and business enablers (for example better account management and product management) needed to support our new structure will be rolled out over the next 12-18 months.
So we still have a long way to go before the completion of this project. But we remain confident that we are going in the right direction; a direction that will enable IATA to deliver much greater value to its members.
See more information on the IATA organizational structure.