---
id: "entity-org-the-hangar"
type: "entity"
entityType: "organization"
canonicalName: "The Hangar"
aliases: ["The Hangar (Delta)", "Delta's Hangar"]
source_timestamps: ["§ Integrating disparate intentions and ways of working", "¶22", "¶23"]
tags: ["innovation-lab", "aviation"]
related: ["entity-nicole-m-jones", "framework-initiative-canvas", "entity-ed-bastian"]
source_url: "https://hbr.org/2026/03/why-great-innovations-fail-to-scale"
source_title: "Why Great Innovations Fail to Scale"
sources: ["futures"]
sourceVaultSlug: "hbr-seg-futures"
originDay: 2
articleStem: "hbr-nm-102-innovations-fail-to-scale"
sourceUrl: "https://hbr.org/2026/03/why-great-innovations-fail-to-scale"
sourceTitle: "Why Great Innovations Fail to Scale"
---
# The Hangar (Delta Air Lines)

**Delta Air Lines' first global innovation lab**, focused on reimagining the travel and customer experience. In the source it is the case for the [[framework-three-functions-of-bridgers|integrating]] function: it navigated complex **internal (IT)** and **external (Clear Secure / CLEAR, TSA, CBP)** partnerships to deliver innovations like a **biometric-based boarding pass within 90 days**. Built and led by [[entity-nicole-m-jones|Nicole M. Jones]], home of the [[framework-initiative-canvas|Initiative Canvas]], and sponsored under Delta CEO [[entity-ed-bastian|Ed Bastian]]. Enrichment caveat: the rapid biometric deployment also depended on early regulatory acceptance, vendor readiness, and prior IT groundwork — not bridging alone.