Abstract
Unfortunately, too many airports are afraid to take risks and change their stale, business-as-usual approach. Too often, airport leaders choose to err on the side of caution and simply maintain the status quo. It is safe, easy, and it damages employees’ morale. In just a few short years, Pittsburgh International Airport has become an organisation built on employee engagement, collaboration and innovation. This paper considers how this culture change put employees in the cockpit and Pittsburgh International Airport back on the radar as a leading origin and destination (O&D) airport. Among other things, the paper will discuss the following: •Employee engagement and communication are critical to creating an innovative culture. •How to generate ideas from all levels that are heard by leaders who can facilitate them. •How to create a culture that encourages brainstorming where all ideas — even outlandish ones — are welcome. •How to build high-performing teams across all levels and break down vertical organisational silos to encourage collaboration. •How to accept that calculated risks should not be punished and that innovation victories be celebrated to create a lasting culture of innovation.
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