Strategic Management and Planning at JFK International
Introduction
JFK International is one of the busiest international airports in the US. It is located in New York, and serves millions of passengers every year. For that reason, the airports use of strategic management and planning are very importantnot just for every day operations but also for emergency situations that can arise at a moments notice. From a simple business point of view, strategic management is a vital part of what goes on at JFKbut it is also necessary when managing risk. This analysis will critically evaluate the application of dynamic strategic management and strategic airport planning at JFK, highlighting both the strengths and potential problems that its approach has for operations.
Background
Because JFK International is such a busy and prominent airport in the US, it commands respect and attention for anyone interested in strategic management. The airport deals with high volumes of traffic every day from carriers all around the world. It is located in a major metropolitan area, and it supports thousands of jobs and contributes significantly to the global economy. Thus, understanding how JFK uses strategic airport planning is important.
Master planning, stakeholder engagement, and risk management are all part of JFKs strategic management approach. Airports like JFK always have a Master Plan that outlines the long-term vision for the airport's development and that outlines the airports capacity needs, infrastructure, and environment. In the past, JFK has unveiled master plans that detail multi-billion-dollar transformations with respect to terminal expansions, improved roadway access, and public transportation connections (Song, 2021). JFK has introduced Automated Passport Control (APC) kiosks to expedite the customs process for international travelers. It has explored the use of electric ground service equipment and the implementation of green building standards for new constructions. When COVID struck, JFK introduced health and safety protocols, such as social distancing measures and health screening for incoming international passengers (Tabares, 2021). It is also a major factor in the local and global economy, working with both local and international businesses. All of this indicates that JFK is worthy of analysis and that much can be learned from taking a critical look at its approach to strategic management, consisting of dynamic strategic management and strategic airport planning.
Dynamic Strategic Management
Dynamic strategic management has several benefits for JFK airport. One of its main advantages is adaptability. This means JFK can quickly change its strategies based on new technologies, political changes, or even global health issues (like the COVID emergency of 2020). This kind of...
…not adjust to the requirements placed on them by regulators faced significant hurdles in handling incoming and outbound traffic. JFKs ability to flex and change was thanks to its strategic planning approach. The plan was never too restrictive.However, plans can also become outdated. The aviation industry changes fast, and that is a sure fact: the more that technology advances, the more that airports are expected to keep up. Today, there is blockchain and new transit systems like Uber that have replaced old systems like taxis. If JFK does not update its plan regularly, it can end up being anachronistic in a high-tech, fast moving world.
It is also important to be able to implement the plan. Since JFK is a massive airport with many moving parts and interacting systems, it takes considerable focus to turn a strategic vision into beneficial action. That is a big challenge that JFK has been able to approach with confidence thanks to its dynamism.
In conclusion, strategic airport planning and management gives JFK International Airport a structured approach to envisioning its future, but gives it room to be flexible as well. It gives the airport a way to plan and change and grow and sustain growth. But it needs to maintain this balance for the foreseeable future as the…
References
Henry, A. (2021). Understanding strategic management. Oxford University Press.
Santa, S. L. B., Ribeiro, J. M. P., Mazon, G., Schneider, J., Barcelos, R. L., & de Andrade, J. B.
S. O. (2020). A Green Airport model: Proposition based on social and environmental management systems. Sustainable Cities and Society, 59, 102160.
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