The EU project X-TEAM D2D focuses on future seamless door-to-door mobility, considering the experiences from Air Traffic Management and the currently available and possible future transport modalities in overall multimodal traffic until 2050. This paper deals with developing a Concept of Operations of an intermodal transport system with special consideration of the pabengers' satisfaction with up to 4-hour journeys. For this purpose, the influences of quality management systems and other organizational facilities on the quality of pabenger travel in the transport system were examined. In the study, integration of various management systems, like resources, traffic information, energy, fleet emergency calls, security and infrastructure, and applications such as weather information platforms and tracking systems, is expected.
The EU project X-TEAM D2D focuses on future seamless door-to-door mobility, considering the experiences from Air Traffic Management and the currently available and possible future transport modalities in overall multimodal traffic until 2050. This paper deals with developing a Concept of Operations of an intermodal transport system with special consideration of the pabengers' satisfaction with up to 4-hour journeys. For this purpose, the influences of quality management systems and other organizational facilities on the quality of pabenger travel in the transport system were examined. In the study, integration of various management systems, like resources, traffic information, energy, fleet emergency calls, security and infrastructure, and applications such as weather information platforms and tracking systems, is expected.
Om goed in te spelen op complexe ontwikkelingen in onze snel veranderende samenleving, hebben organisaties hulp en handvatten nodig. In dit artikel wordt daartoe een driestapsaanpak beschreven voor het inzetten van toekomstscenario’s bij strategievorming: identificeren van drivers for change; toekomstscenario’s creëren en toekomstscenario’s toepassen. Deze aanpak is in de praktijk toegepast, drie van deze praktijkcases worden hier beschreven: ‘Grafimedia 3.0’; ‘The food after tomorrow’ en ‘Een leefbare stad Eindhoven 2030’. Op basis van de resultaten uit deze cases en de verschillen en overeenkomsten ertussen kunnen de volgende aanbevelingen worden gegeven: de tijdshorizon van de toekomstscenario’s moet aansluiten bij de urgentie van de opdrachtgever; adequate begeleiding bij het toepassen van de toekomstscenario’s is onmisbaar en het is belangrijk om actief te zijn in het verbeelden van de toekomst, voor zowel de makers van de toekomstscenario’s als voor de opdrachtgever. In order to comply with the complex and rapid developments of our society when directing an organization, policymakers need help and guidance. To offer these, this article describes a three-step approach for using future scenarios in strategy development: the identification of drivers for change, the creation of future scenarios and the practical application of these future scenarios. This approach has been used in real life and three of these cases are described here: ‘Grafimedia 3.0’; ‘The food after tomorrow’ and ‘Een leefbare stad Eindhoven 2030’ (‘A livable Eindhoven in 2030’). The following recommendations can be derived based on the case results and their differences and similarities: the time scale of the future scenarios should match the urgency of the client’s situation, adequate tutoring in the practical application of the future scenarios is essential and, lastly, it is important, not only for the creators of the future scenarios but also for the client, to imagine the future in an active fashion.
