We mapped the current technology ecosystem of tools used for Inflight.

We deconstructed all the opportunities focused on Maslov’s hierarchy of needs.

As part of a workshop, we determined Southwest’s appetite for innovation. Based on inputs to first define what it meant for SWA to be evolutionary or revolutionary, the team aligned at a fairly high level of resolution.

This led to our design of two hero flows, one for each group, to serve as a cognitive walkthrough in our evaluative research.

We conducted 28 individual 90-minute generative research sessions with Inflight employees.

We activated base managers to conduct their own research through a set of “lens for looking” cards.

For example, in the ideal future, environments will engage flight attendants anywhere they are, taking advantage of existing, cost efficient spaces or new business models entirely.

As part of a hero flow, we created heroic moments along the journey to showcase ideas. For example, the rest nest used available space overhead as airlines rent by the square foot, offering respite with no increase to the footprint.

We envisioned engaging stakeholders in a day long workshop through a space that brought the experience to life with a digital prototype, and physical “space changes.” However, the pandemic hit, and we had to postpone the final readout.