Since the endorsement of our 2023–2025 Business Plan, our Transformational Objective (TO) has acted as a powerful catalyst for sweeping organizational change. Rooted in three foundational pillars—People & Culture, Digital Transformation, and Operational Excellence—our TO redefined how ICAO operates, collaborates, and delivers value to Member States.
Over the past three years, we launched and advanced more than 40 projects and initiatives under the TO umbrella. These projects and initiatives range from implementing a new Enterprise Resource Planning (ERP) System and initiating a cultural shift, to deploying new mechanisms for budget calculation and forecasting. The shared vision? A more adaptive, digitally enabled, and strategically aligned organization. 
Realizing tangible benefits
While the full impact of the TO will unfold over time, ICAO is already seeing measurable improvements across several key areas that include:
- Up to 20% increase in staff mobility
- Over 40%-time gain in key HR processes
- 10% reduction in costs of informal conflict resolution
- 10% uplift of staff engaged in training
- 80% increase in cloud applications
- 46% increase in digitalized processes
- 10% increase in efficiency of translation services
- Significantly strengthened Information Security (over 155%) and with the ISO 27001 certification, an internationally recognized standard
- Top 40% status on Innovation in the UN achieved, putting ICAO among the best innovators within the UN system.
- 20% increase in Enterprise Risk & Results Based Management maturity, supporting more informed decision-making and strategic alignment.
These numbers are just outtakes from the many achievements —but they also represent a shift towards transparency, efficiency, and continuous improvement.
Looking ahead: continuous organizational improvement
As the TO approaches its conclusion at the end of 2025, ICAO is already preparing for the next chapter. The Continuous Organizational Improvement (COI) programme, designated as a High Priority Enabler in both the 2026–2028 Business Plan and the 2026–2050 Strategic Plan, will build on the momentum. Central to this effort will be a planned newly established Strategic Portfolio Management Office (SPMO), which will oversee COI implementation and ensure ICAO’s strategic planning and execution remain agile and future-ready.
A lasting legacy
The Transformational Objective has done more than modernize ICAO—it has embedded a mindset of innovation, adaptability, and resilience. Over the past three years, ICAO has evolved significantly, learning valuable lessons and strengthening its foundation.
As ICAO enters the next triennium, it is better equipped than ever to meet the evolving needs of global aviation. The journey continues, and the organization remains committed to building a future-ready institution capable of rising to tomorrow’s challenges.
Expanding the impact: advisory services for Member States
Building on the expertise gained through its own transformation, ICAO is now extending its capabilities to support Member States and their Civil Aviation Authorities. By developing management advisory and assistance services, ICAO will offer tailored support for the development, planning, and execution of organizational transformation programmes.
These services begin with a tailored evaluation assessment, enabling effective planning and execution of transformation programmes. By engaging ICAO as a trusted partner and aviation specialist, organizations can benefit from a structured and managed approach to achieving strategic goals such as enhanced governance, compliance, and operational efficiency.
These services may also be extended to aviation service provider organizations within States, further amplifying ICAO’s impact across the global aviation ecosystem.
Learn more about ICAO’s Transformational Objective and projects by clicking here. The Transformation Strategy document is shared below. For all queries, contact the team here.