读万卷书，不如行万里路。上个月，在新加坡，我有两大收获，第一学会了一种工具，通过手机扫描报纸，将其转换为word文件，并将内容翻译成中文。第二，这篇文章的主题是采访新加坡航空公司的CEO(请参考图片)，所以妳/你可以近距离地了解世界一流公司，原汁原味的高管视角。我非常欣赏世界上最好的公司的观点: 不断产生新想法和突破边界的过程才是转型最重要的结果。
enjoy your learning，your comments are highly appreciated.
Chinese contents are followed by Englishcontents
(中文内容之后是英文内容)
新航首席执行长吴俊鹏 (Gon Choon Phong)说，公司希望确保自己作为市场领导者的地位，并继续激发员工的热情。
为了更好地管理旅程，必须让每个阶段的工作人员了解情况，以防需要跟进。新加坡航空也在关注潜在客户的“痛点”。例如，当处理呼叫中心或航班中断。
SIA Chief Executive Gon Choon Phong says the airline wants to ensure its place as the market leader and continue to inspire passion in its people.
To better manage journeys, staff at each stage must be kept in the loop, in case follow-ups are needed. SIA is also looking at potential customers” pain points”. such as when dealing with the call centre or when flights are disrupted.
作为转型的一部分，新加坡航空正在寻找志同道合的合作伙伴
这就是与马来西亚航空公司进行谈判的原因
新加坡航空(SIA)首席执行官吴俊鹏说，随着新航(SIA)在竞争日益激烈的情况下继续转型，一个关键的战略是找到合适的航空公司合作伙伴来共同发展。
这就是为什么新航和马来西亚航空公司(MAS)正在讨论潜在的合作领域。但他补充称，没有谈到股权。
在最近的一次采访中，他告诉《海峡时报》，“在这一时点，讨论不涉及任何股权，”强调焦点纯粹是商业性的。
这平息了自6月份以来的传言，即新航可能入股这家陷入困境的马来西亚航空公司，或两家航空公司正考虑合并。新加坡航空和新加坡航空此前宣布，两家公司正在探讨建立广泛的战略合作伙伴关系。传言开始散布开来
具体细节尚不清楚，但两家航空公司当时表示，计划以现有的代码共享协议为基础，该协议涵盖新加坡和马来西亚之间的航班。
新加坡航空和马来西亚航空目前有一项代码共享协议，允许它们的客户搭乘这两家航空公司运营的航班，从新加坡飞往马来西亚的四个地点——吉隆坡、槟榔屿、古晋和哥打京那巴路(Kota Kinabalu)。
吴俊鹏表示:“我们相信，合作将增强马来西亚航空和新加坡航空的实力。”
SIA seeks like-minded partners as part of transformation
That’s the reason for discussions with Malaysia Airlines, says CEO as he quashes merger talk
As Singapore Airlines (SIA) continues to transform its business in the face of growing competition, a key strategy is to find the right airline partners to grow with, said its chief executive officer Goh Choon Phong.
This is why SIA and Malaysia Air lines (MAS) are discussing potential areas of cooperation. But there is no talk of equity, he added.
“At this point, the discussions do not involve any equity stake,” he told The Straits Times in a recent interview, stressing that the focus is purely commercial.
This puts to rest rumours since June that SIA may take a stake in the troubled Malaysian carrier, or that the two airlines were considering a merger. These came after SIA and MAS announced that they were exploring a wide-ranging strategic partnership..
Details were scant but the plan the carriers said then, was to build on the existing code share agreement that covers flights between Singapore and Malaysia.
SIA and MAS currently have a code-share deal that allows their customers to fly between Singapore and four points in Malaysia -Kuala Lumpur, Penang, Kuching and Kota Kinabalu – on flights operated by either carrier.
Mr Goh said: “We believe that working together will strengthen both MAS and SIA.”
新航集团可以利用这家马来西亚航空公司的网络，尤其是国内航线，而新航可以帮助马来西亚航空扩大其国际影响力。
“我们可以为马来西亚航空公司提供更多的国际连接，到他们现在没有飞到的地方。例如，欧洲，或者可能是美国，”他说。
与包括汉莎航空(Lufthansa) ， Air New Zealand和斯堪的纳维亚航空公司在内的伙伴航空公司进行此类合作，帮助新航拓展了其全球业务。“作为转型过程的一部分(2017年启动的三年计划)，我们已经着手打造非常强大、深入的伙伴关系;这不是我们过去经常做的事情。
其目的是为客户提供更多的航班和目的地选择
-在新航和其伙伴航空公司。吴俊鹏说，
在2017年。新加坡航空启动了为期3年的转型，对运营的各个方面进行审查。一年后，它公布了自己的数字蓝图。
吴俊鹏表示，转型之旅改变了新加坡航空的思考和运营方式。
顾客一直是焦点，但技术使航空公司走得更远、更快，更好地了解顾客，使服务个性化。他说。
The SIA group can ride on the Malaysian carrier’s network, particularly on domestic routes, while SIA can help MAS expand its international reach.
“We can help provide more international connectivity for Malaysia Airlines, to places they don’t fly to now. For example, Europe, or potentially the United States,” he said.
Such tie-ups with partner carriers, including Lufthansa, Air New
Zealand and Scandinavian Airlines, have helped SIA to expand its global reach. “As part of the transformation process (a three-year plan launched in 2017), we have gone out to strike very strong, deep partnerships; not something we used to do in the past, “Mr Gohsaid.
The aim is to give customers more flight and destination options
-both on SIA services and that of its partner carriers, he said.
In 2017. SIA launched its three year transformation to review all aspects of operations. A year later, it unveiled its digital blueprint.
The transformation journey has changed the way SIA thinks and operates, said Mr Goh.
Customers have always been the focus, but technology has enabled the airline to move further and faster, to get to know customers better so that service can be personalized. he said.
在高级舱里，这意味着要知道顾客喜欢吃什么、喝什么、读什么、看什么，甚至是他们睡衣的尺寸。
行业分析师表示，对新航而言，在旷日持久的航空霸权争夺战中，改革至关重要。
吴俊鹏表示:“我们希望确保自己成为无可争议的市场领导者，继续激发员工的热情，并拥有充满活力的创新文化。”
2011年成为这家航空公司首席执行官的吴表示，为了成功地利用科技，人们的心态必须改变。
他补充说，员工们反应良好，透露了为创新实验室增加空间的计划。该实验室一年前刚刚在机场附近的新航集团体育俱乐部(SIA Group Sports Club) 使用。到今年年底，KrisLab的面积将增长约70%，达到391平方米。
该空间允许员工与外部合作伙伴(包括初创企业和已建立的孵化器)开发创意和共同创新。
为了支持信息技术的推进，IT部门在两年内几乎将员工人数增加了一倍，达到约330人。新聘人员包括数据科学家、工程师、数字和用户体验(UX)策略师以及设计思维专家。
吴先生说:“我们想要非常确定，我们能够继续为我们的客户提供最好的服务和产品，并继续吸引他们。”
In premium class, this means knowing what customers like to eat, drink, read and watch – and even the size of their pyjamas.
For SIA, reform is critical in the protracted battle for air supremacy, said industry analysts.
Mr Goh said: “We want to ensure that we are the undisputed market leader, continue to inspire passion in our people and have a vibrant innovation culture.”
To successfully leverage technology, mindsets had to change, said Mr Goh, who became CEO of the air line in 2011.
Staff have responded well, he added, revealing plans to add space to an innovation lab that opened just a year ago at the SIA Group Sports Club near the airport. By the year end, KrisLab will grow by about 70 percent to 391sq m.
The space allows staff to develop ideas and co-innovate with external partners, including start-ups and established incubators.
To support the information technology push, the IT division has almost doubled its headcount to about 330 people in two years. New hires include data scientists, engineers, digital and UX (user experience) strategists and design thinking experts.
Mr Goh said: “We want to be quite sure that we are able to continue to provide the best service and products to our customers, and continue to be attractive to them.
“我们的做法与其他许多航空公司不同的是，我们从开始到结束都在关注这件事。它是关于旅程管理、客户体验管理……这不仅仅是一个特定的接触点。”
为了更好地管理旅程，必须让每个阶段的工作人员了解情况，以防需要跟进。
新航也在关注潜在客户的“痛点”，比如在与呼叫中心打交道或航班中断时。
吴先生说:“例如，如果有航班中断，我们知道谁是受到不便的客户。所以即使没有他们写信来要求退款，我们也会主动处理。”
这使得此类交易的等待时间从9天或10天缩短至一天。
吴先生表示，良好的机上娱乐和服务，以及广泛的航线网络也很重要。他补充称，新航在2022年开始运营其新波音777-9飞机时，将会推出盛大揭幕的新的座椅和其它飞机功能。
可持续发展是新航关注的另一个重点，该公司会定期提出一些想法，以优化燃料使用，转向更环保的产品，并减少食品和其他垃圾。
“What differentiates our approach from what many other airlines have done is that we are looking at this from start to end. It’s about journey management, customer experience management…
It’s not just about one particular touch point.”
To better manage journeys, staff at each stage must be kept in the loop, in case follow-ups are needed.
SIA is also looking at potential customers” pain points”, such as when dealing with the call centre or when flights are disrupted.
Mr Goh said: “if there’s a flight disruption, for example, we know who are the customers who have been inconvenienced. So even without them writing in and asking for a refund, we will proactively process (this) on our end.”
This has cut waiting time for such dealings from up to nine or 10 days, to just one day.
Good in-flight entertainment and service and an extensive route network are also important, Mr Goh said, adding that the next big unveiling for seats and other aircraft features will be when SIA starts flying its new Boeing 777-9 in 2022.
Sustainability is another focus for SIA, with ideas churned out regularly to optimise fuel use, switch to more eco-friendly products, and cut food and other waste.
吴先生说:“最终，不断产生新想法和突破边界的过程才是转型最重要的结果。”
航空咨询公司 Endau Analytics的舒科尔•尤索夫(Shukor Yusof)表示，新加坡航空的努力正在取得回报。
从去年4月到今年3月，该航空公司公布了其有史以来最高的年收入163.2亿美元，尽管燃料成本的上涨使其利润减少了近一半，仅为6.827亿美元 (4.2%)。
舒科尔表示:“新加坡航空正以一种全新的思维方式处理业务……它还通过与胜安航空(该集团的地区子公司)合并，来整合集团内部的业务。它更主动而不是被动的能力，确保了它将保持领先。”
“In the end, the process of continuing to generate new ideas and pushing the boundaries is really the most importan toutcome of transformation,” said Mr Goh.
SIA’s efforts are paying off, said Mr ShukorYusof from aviation consultancy Endau Analytics.
From April last year to March this year, the airline reported its highest-ever annual revenue of $16.32 billion, though higher fuel costs nearly halved its profits to $682.7 million.
Mr Shukor said: “SIA is approaching the business with a new mind set… It is also consolidating business within the group by merging with Silk Air (the group’s regional arm). Its ability to bemore proactive, instead of reactive, ensures it will stay ahead of thepack.”