Client Story: Israel Airport Authoruty
About the customer:
The Airports Authority manages and operates all its airports in Israel. The Authority is responsible for the establishment, operation, maintenance, development, and management of the airports at all levels. It is also responsible for the security of the Authority’s airports, visitors, goods, aircraft, buildings, facilities and equipment. The Authority’s activities are carried out through six divisions, each headed by its own VP – Administration and Organization Division, Economics and Finance Division, Planning and Engineering Division, Border Terminals and Domestic Airports Division, ICT Division, and Operations Division. All divisions are under the supervision of various government offices.
About the project and the challenges:
This project had several aspects to it. Firstly, internal innovation (organic innovation) – the goals set in this area were to map the entrepreneurial ecosystem of the organization including the definition of key players. To give these key players the entrepreneurial skills that will be used by them to promote ventures in the organization. And develop a system that will be responsible for innovative activities as well as building a strategy and work plan for managing this system. Also, establishing an internal innovation community. Secondly, external innovation (open innovation) – the complementary arm for the organic innovation, the goal was to create a basis for collaborations with key players in the external ecosystem.
The results of the process:
During the project and in the guidelines of Spyre, a strategy-plan and a work-plan were formulated and approved by top management of the authority. Furthermore, an internal innovation community was established from the authority employees and representatives from all the various departments of the airport were trained and given entrepreneurial tools. As a result, entrepreneurial processes were implemented in four different divisions, and from these processes, a product was developed, and it is currently in use at the airport. In addition, the external ecosystem of the organization has been mapped and work processes have been established that allow for diverse collaborations.