Navigating the Digital Sky: An Interview with Schiphol’s Chief Data Officer

In the bustling corridors of Amsterdam Airport Schiphol, digital transformation is more than just a buzzword; it’s a strategic imperative driving innovation and enhancing the passenger experience. At the helm of this digital revolution is Maarten van den Outenaar, Schiphol's Chief Data Officer (CDO), whose visionary leadership is shaping the future of one of the busiest airports in Europe.

Discussing advancements in artificial intelligence, the CDO sheds light on the digital ambitions of Schiphol. Recently appointed, the CDO reflects on the journey ahead:

K: You recently became the CDO of Schiphol. What comes next?

M: The ambition of Schiphol is to become the largest digital airport in the world. This transformation, termed the ‘Autonomous Airport,’ is incredibly complex. Unlike Google, where AI drives excitement, or self-driving cars that we still don't fully trust, we at Schiphol are navigating a unique path. I hope to achieve a significant transformation here.

Bridging History and Technology

With a background in history and philosophy, the CDO brings a unique perspective to the role. “Studying history teaches you that truth is not objective. This is crucial because in the data domain, there’s a sentiment that data is synonymous with truth. But historical perspectives show us that what we believed in 1900 was mostly refuted by 2000. This insight is essential for understanding data’s limitations.”

Reflecting on his studies, the CDO mentions his thesis on the transformation of large organizations, such as the Dutch Tax Authority, founded by Napoleon Bonaparte. “Through centuries, new technologies have been continuously implemented. We are now in the fourth or even fifth industrial revolution. The challenge for established companies is to adopt these technologies at the right pace—not too slow to get disrupted and not too fast to become prohibitively expensive.”

Human-Centered Digital Transformation

The CDO emphasizes the human aspect of digital transformation. “At Schiphol, we focus on ensuring every algorithm enhances the work of our staff, whether they are directors, flight planners, or security personnel. Data helps make better decisions, even if only by 2-3%.”

“Success in digital transformation isn’t just about sitting behind a laptop; it’s about walking alongside our staff, understanding their challenges, and solving their core problems first. This human-centric approach ensures that technology serves its purpose.”

Overcoming Challenges

Transitioning to a digital ecosystem requires overcoming significant hurdles. “Centralizing technology is just the first step. The real challenge is integrating it into the core business. We must move from a peak of inflated expectations to a plateau of productivity, where technology is seamlessly integrated into everyday operations.”

?Reflecting on his past experiences, the CDO recalls transforming a data science team at VolkerWessels. “Initially, the team was isolated, creating solutions without understanding operational needs. We changed this by integrating data scientists with field personnel, ensuring that developed algorithms addressed real-world issues.”

Towards a Data-Driven Culture

Creating a data-driven culture at Schiphol involves setting up specialized product teams within departments, focusing on specific needs. “We are shifting from a centralized center of excellence to end-to-end product teams, covering everything from data ingestion to user experience. This approach ensures that each team is business-focused and can adapt to evolving needs.”

The CDO highlights the importance of continuous communication and collaboration. “We work agile, with product owners and data leads ensuring that data scientists and operational staff communicate effectively. This collaboration is crucial for successful digital transformation.”

The Role of Leadership

Effective leadership is key to driving digital transformation. “As CDO, my role isn’t just to highlight how cool data is, but to foster a new way of thinking. It’s about helping every employee do their job better with data.”

Addressing the importance of having ambassadors within the organization, the CDO notes, “Having champions who are intrinsically motivated to promote our digital initiatives is crucial. These influencers help us spread the message and drive adoption across the organization.”

Conclusion

In conclusion, the Schiphol CDO’s vision for the future is clear: leveraging data to enhance every employee’s work, ensuring technology serves practical purposes, and fostering a collaborative, human-centered approach to digital transformation. As Schiphol navigates the skies of the digital future, this visionary leadership promises to keep it at the forefront of innovation.

On a personal note, it’s not only his years of experience but most of all his human approach by bringing people together and helping them to understand each other. Creating an environment where people find common ground and because of this, thrive and become successful.

The Big Friendly Giant, as his nickname was, still seems to fit perfectly into his current role within the Royal Schiphol Group.

Thank you, Maarten, for the open conversation. I am truly impressed by your gentle approach to leadership!

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