Growth changes workload
A structure designed for a smaller network can become inefficient as market count, complexity and analyst workload increase. The strongest approach is usually the one that keeps the process understandable for the teams who have to use it every day.
Network changes are a trigger
New hubs, partnerships, long-haul growth or a changed business model can alter the decisions the RM team must make. This is also where clear ownership matters: the airline should know who monitors the issue and who is expected to act.
Technology reshapes roles
Automation may reduce repetitive work while increasing the need for interpretation, configuration and cross-functional coordination. A practical review should therefore distinguish between necessary complexity and complexity that has simply accumulated over time.
Clarify decision rights
Uncertainty over who can act creates delay. Review analyst authority, managerial approval points and escalation thresholds. The objective is not theoretical perfection, but a process that improves consistency, speed and commercial judgment.
Design around the work
Start with recurring commercial decisions and workload, then design roles and reporting lines to support them. Where possible, the airline should test changes on a manageable scope, measure the result and then scale what works.
Where to go next
If your airline is reviewing this area in more depth, explore the related PAX consulting service or the founder profile for more background on experience and areas of specialization.