OCTOBER 2021AEROSPACEDEFENSEREVIEW.COM9the transformation, even though we will never go there fully, is to think about the European airspace as one including sufficiently standardized systems, ways of working, regulations and airspaces. Add a digital European backbone, based on open standardized architectures, allowing for fast and simple horizontal integration of systems and services, high speed data communication between all actors and everything being cyber secured to a level accepted by all stakeholders. Any controller can manage the air space anywhere from anywhere with short lead times allowing for an efficient use of all the resources. Standardization allows for a reduction of the number of systems and the infrastructure. Less systems means less energy consumption and benefits for the environment. We can start sharing data in a new way and to optimize flights from gate to gate and many other parameters. Optimized flights will have a positive effect on the environmental footprint. Presently, there is no lack of capacity but it will happen again and there might be other crises resulting in the need for scalability and flexibility to rapidly adapt the capacity. Everything is supported by modern agile ways of working. Increased market liberalization and defragmentation will support the objectives.Virtualization, meaning the decoupling between staff, hardware and software is a key enabler for both airports and en-route. A good example is the development of so-called Remote Towers. The senses of the ATCO's are replaced by cameras and other sensors at the airport and the picture of the airport is re-created by large multiple screens at a remote center. The tower is represented by a tower module which together with the large screens enables the air traffic management remotely. Many towers and airports can then be co-located to one building allowing for efficient use of resources. It also enables further support and optimization through new digital technologies and integration in the total flow. In en-route the trend is also towards virtualized controller positions.Advanced system support to the ATCO's is already in operation, but the next large step is AI ranging from smaller parts to full automation of parts of airspaces or during certain periods. Man and machine will work together but in the long-term perspective, a very high degree of automation is believed to be possible. This offers a significant potential for cost reductions, increased flexibility, scalability and resilience. Different actors and different countries might choose to use Automation for different purposes depending on the situation. Some will focus on the cost reduction and some will focus on resilience and flexibility or a combination. There are of course numerous challenges like change management, redundancy, regulations and safety approvals but as always they can be solved.The digital transformation is a fact in many industry segments so why not "just do it"? A few examples of limiting factors follows. A strong culture maintained by strong regulations and the importance of safety. Many different stakeholders with sometimes different interests and perspectives, ranging from commercial interests to national security, e.g. a strong fragmentation. The need for local adaptations and a balance between national and European perspectives. The market for ATM is relatively limited. The suppliers and the customers cannot, in the same way as for other industry segments, invest based on a business case supported by a market growth. The development methodologies are still mainly traditional waterfall models leading to long lead times for a change. In the present crises, the capacity to invest is even more limited. The ATM systems are to a large extent still monoliths developed in close cooperation with the customers with no open architectures limiting new entrants and competition. Larger changes requires large investments. At the same time there are European regulations to incentivize cost efficiency that limits the possibility to invest and on top of that we have the Covid crises.So, there are challenges, and we should be proud of many achievements. However, since we know it has to and can be done faster with large benefits, we must accelerate. Basically we know what to do and the technologies are there. We have excellent programs like SESAR3 coming up and new forums like NDTECH where all stakeholders are represented so, the tools and enablers are there. We don't lack the expertise. Everywhere you will meet highly skilled and motivated people. What can we do more of now that we are in a situation that requires more rapid changes than ever? From a change management perspective, it is well known that the big WHY, transparency, inclusiveness and leadership are keys for success in combination with common and clear objectives that we share. How do we create room for this given the challenges and the large needs for investments? A key is cooperation, close dialogue and that the changes are stakeholder driven. We, the stakeholders have to take on the leadership together. Some people would argue that lack of funding is the main challenge and others would highlight other areas. The lack of funding is a major challenge that we have to solve, but meanwhile, If we don't have sufficient funding, we need to prioritize and secure that we use the funding in the way that produces the best effects for the stakeholders. Again, in order to do that, we need to improve cooperation and the close dialogue. MAN AND MACHINE WILL WORK TOGETHER BUT IN THE LONG-TERM PERSPECTIVE, A VERY HIGH DEGREE OF AUTOMATION IS BELIEVED TO BE POSSIBLE
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