Schiphol Airport
Date: 10th of January 2026
Student Name: Tess de Groot
Student Number: 1862275
⬜ I declare that the contents of this paper are the results of my own work and that I have
referenced all sources, including but not limited to generative AI, accurately and faithfully.
Select one of the following:
⬜ This is the first time this assignment is submitted for assessment this academic year.
⬜ This is a repair of an assignment submitted earlier this academic year in block [fill in].
Student signature:
Course name: Strategy and Organisation 1
Course code: MIBU-6SO1C-20
Class code: L3E
Course lecturer: Robert de Bruijn
1
,Executive summary .............................................................................................................4
Introduction to the business .................................................................................................4
Industry volatility & predictability situation analysis .........................................................5
Competitive rivalry...........................................................................................................5
Supplier power .................................................................................................................8
Buyer power .....................................................................................................................9
Threat of substitutes .......................................................................................................10
Threat of new entrants ....................................................................................................11
Conclusion on industry volatility and predictability ......................................................12
Management strengths and weaknesses situation analysis ................................................12
Business value strategy ..................................................................................................12
Management capabilities ................................................................................................13
Competing values scores & graph ..................................................................................14
Personal attitudes on management principles ................................................................15
Conclusions on managerial strengths and weaknesses...................................................16
Complication......................................................................................................................17
Question..........................................................................................................................17
Management Innovations...................................................................................................18
Management Model Shift ..................................................................................................19
Appendices ........................................................................................................................20
Appendix 1: Industry Rivalry Trend Data ......................................................................20
Appendix 2: supplier power trend data ..........................................................................22
Appendix 3: buyer power trend data ..............................................................................24
2
, Appendix 4: threat of substitutes trend data ...................................................................25
Appendix 5: threat of new entrant's trend data ...............................................................26
Appendix 6: technology, regulations, human capital, & financial capital trend data ....28
Appendix 7: value strategy data .....................................................................................28
Appendix 8: organization capabilities data ....................................................................29
Appendix 9: OCAI (competing values) data ..................................................................29
Appendix 10: personal attitudes to management practices data.....................................32
Appendix 11: Artificial intelligence prompt logbook ....................................................32
Bibliography ......................................................................................................................36
3
, Executive summary
This report assesses Schiphol Airport’s industry environment, management capabilities, and
organizational culture to evaluate the alignment between perceived customer-intimacy strategy
and current management practises. The industry is structurally more predictable, while
operational and financial volatility is increasing. Capability analysis shows that while autonomy
is relatively developed, decision speed and information availability at the operational level are
weak, which limits consistent customer responsiveness1. Cultural analysis indicates a preference
for incremental change rather than a radical shift away from hierarchy. Two management model
innovations are evaluated: Cede Autonomy and Plan & Predict. Given regulatory constraints and
cultural fit, the report recommends Plan & Predict. This will improve decision speed through
information flows and a standardized decision framework while safeguarding safety and
compliance.
Introduction to the business
Figure 1 &2: Key figures Schiphol Airport (Unknown, 2024).
Amsterdam Schiphol is one of Europe’s largest hub airports, known for its single-terminal design
and extensive global connectivity to 301 direct destinations worldwide. The airport serves 66.8
million passengers annually and operates as a key node in international passenger and cargo
networks (Unknown, 2024b). Schiphol operates in the global aviation market and air cargo and
logistics market. Its business value strategy is built around four pillars: quality of network,
quality of life, quality of work, and quality of service (Schiphol, 2025). The strategy emphasizes
providing a high-quality and safe connecting airport.
This report focuses on the European passenger and cargo airport market in which Schiphol
Airport operates.
1
See Appendix 7-8.
4
Date: 10th of January 2026
Student Name: Tess de Groot
Student Number: 1862275
⬜ I declare that the contents of this paper are the results of my own work and that I have
referenced all sources, including but not limited to generative AI, accurately and faithfully.
Select one of the following:
⬜ This is the first time this assignment is submitted for assessment this academic year.
⬜ This is a repair of an assignment submitted earlier this academic year in block [fill in].
Student signature:
Course name: Strategy and Organisation 1
Course code: MIBU-6SO1C-20
Class code: L3E
Course lecturer: Robert de Bruijn
1
,Executive summary .............................................................................................................4
Introduction to the business .................................................................................................4
Industry volatility & predictability situation analysis .........................................................5
Competitive rivalry...........................................................................................................5
Supplier power .................................................................................................................8
Buyer power .....................................................................................................................9
Threat of substitutes .......................................................................................................10
Threat of new entrants ....................................................................................................11
Conclusion on industry volatility and predictability ......................................................12
Management strengths and weaknesses situation analysis ................................................12
Business value strategy ..................................................................................................12
Management capabilities ................................................................................................13
Competing values scores & graph ..................................................................................14
Personal attitudes on management principles ................................................................15
Conclusions on managerial strengths and weaknesses...................................................16
Complication......................................................................................................................17
Question..........................................................................................................................17
Management Innovations...................................................................................................18
Management Model Shift ..................................................................................................19
Appendices ........................................................................................................................20
Appendix 1: Industry Rivalry Trend Data ......................................................................20
Appendix 2: supplier power trend data ..........................................................................22
Appendix 3: buyer power trend data ..............................................................................24
2
, Appendix 4: threat of substitutes trend data ...................................................................25
Appendix 5: threat of new entrant's trend data ...............................................................26
Appendix 6: technology, regulations, human capital, & financial capital trend data ....28
Appendix 7: value strategy data .....................................................................................28
Appendix 8: organization capabilities data ....................................................................29
Appendix 9: OCAI (competing values) data ..................................................................29
Appendix 10: personal attitudes to management practices data.....................................32
Appendix 11: Artificial intelligence prompt logbook ....................................................32
Bibliography ......................................................................................................................36
3
, Executive summary
This report assesses Schiphol Airport’s industry environment, management capabilities, and
organizational culture to evaluate the alignment between perceived customer-intimacy strategy
and current management practises. The industry is structurally more predictable, while
operational and financial volatility is increasing. Capability analysis shows that while autonomy
is relatively developed, decision speed and information availability at the operational level are
weak, which limits consistent customer responsiveness1. Cultural analysis indicates a preference
for incremental change rather than a radical shift away from hierarchy. Two management model
innovations are evaluated: Cede Autonomy and Plan & Predict. Given regulatory constraints and
cultural fit, the report recommends Plan & Predict. This will improve decision speed through
information flows and a standardized decision framework while safeguarding safety and
compliance.
Introduction to the business
Figure 1 &2: Key figures Schiphol Airport (Unknown, 2024).
Amsterdam Schiphol is one of Europe’s largest hub airports, known for its single-terminal design
and extensive global connectivity to 301 direct destinations worldwide. The airport serves 66.8
million passengers annually and operates as a key node in international passenger and cargo
networks (Unknown, 2024b). Schiphol operates in the global aviation market and air cargo and
logistics market. Its business value strategy is built around four pillars: quality of network,
quality of life, quality of work, and quality of service (Schiphol, 2025). The strategy emphasizes
providing a high-quality and safe connecting airport.
This report focuses on the European passenger and cargo airport market in which Schiphol
Airport operates.
1
See Appendix 7-8.
4
