Vueling's Innovation Lab was shaping its ambitions for the years ahead, including a vision for personalised travel experiences on a two-to-five-year horizon. The challenge with a horizon like that: it has to inspire the whole organisation, not just the innovation team. Commercial, Data, IT and the Innovation Lab all had to recognise themselves in it and act on it.
A human-centred approach in three moves. First, research: in-depth interviews, contextual observation and a benchmark of how personalisation works in aviation and beyond, distilled into personas and travel scenarios. Then a co-creation day in Barcelona with a broad group of Vueling employees, with the research as fuel. And finally the definition: a vision drafted live with the key stakeholders, sketched on the spot by a visual thinker.
A personalisation vision that belongs to the organisation because the organisation built it, presented at the Innovation Committee with a shareable visual story, a concrete customer journey for a key persona, and actionable topics per department. Not a report for the drawer, but a direction people can start walking.
