In isolation the moves by Ryanair might trigger a bit of shrug from industry watchers - but as a body of work the last six months have been nothing short of remarkable.
Going back to the GDS (via Travelport) following a ten-year hiatus was probably the most significant of its recent developments, opening the low cost carrier up to what it hopes will be a major new segment of passengers.
A new website is also making a reasonably big mark on customers and those reluctantly rather muzzled these days in their criticism of the airline, not least because by all accounts it is infinitely better than its predecessor.
And there is the new and somewhat smiley culture and softened approach to customer service for everyone to get their heads around, which although it is not (or never will be ) universal is again triggering much discussion.
In short, Ryanair is trying to reinvent itself.
This rennaissance doesn't come any clearer in industry terms than suddenly finding yourself as a major guest at the PhoCusWright Europe Conference in Dublin, Ireland, last week.
Director of customer services Caroline Green cut an unusual figure at the event, going through a series of questions about the past six months which in recent years would've been laughed or sneered at by most execs at the airline.
The reasons for re-joining the GDS have been explained previously by fellow long-term exec Lesley Kane, but Green (who, ironically, joined Ryanair from Sabre in 1996 and then spent the next few years persuading the board to drop all third party distribution) does shed some light on other areas of the business.
She admits to the carrier "relatively treading water this year" as it starts to rebuild and expand its consumer and industry presence.
New apps are on the way and the "need to transform ourselves digitally" (30% of traffic to the main website comes via tablet devices now) is well underway.
Green says the company spent a long time operating under the idea that if things "aren't broke, don't fix them", but now it realises it was "slightly behind the ball" compared to other airlines (she'll never say EasyJet, but it is obvious which rival she means).
But with an estimated 30 million extra passengers expected by 2017 (to fill the dozens of new aircraft it has ordered), some things had to change.
Although it will currently stick with its "no screen scraping", alliances with metasearch engines are emerging - Google Flight Search was the first to be singled out for a partnership (snubbing market leader Skyscanner for purely financial reasons).
Meanwhile, Ryanair's head of online development Dara Brady, who was speaking at EyeForTravel Travel Distribution Summit in London also last week, says the airline wants to look at consumers’ click and booking behaviour to present relevant information to them as well as give them what people like them have viewed.
"It’s the Amazon view and ultimately what we want to achieve."
Brady adds that the single view is no longer transactional and there is also a need to look at external factors, such as the weather, and how they affect consumer behaviour.
"If you’re on Facebook and having a terrible day at work and thinking you really need a holiday, we need to be ready to put something in front of you that is highly relevant to your needs at that time."
Of the airline’s content strategy, Brady says ‘it isn’t where it needs to be but is better than it was’ and he touched on how destination guides will develop to be more personal to a traveller’s needs.
"The next generation coming up is not going to be downloading PDFs. They are social, they Snapchat so, how are guides going to adapt to personalise down to an individual level and provide content driven by behaviour in real time?"
Finally, he stresses the importance of connecting content to the purchase path so that travellers are receiving information such as traffic updates at the right time during their journeys.
Although nowhere near as fundamental as its distribution strategy, perhaps one change which has got the carrier more attention than any other in the eyes of the travelling public is its reverse on social media.
Less than a year ago the carrier would not venture anywhere near social channels such as Twitter - not it can hardly stay away, offering advice and travel updates, interacting with passengers with complaints (or praise), running competitions and other initativies.
Coinciding nicely with Green and Brady's appearances in Dublin and London, Ryanair's Twitter handlers cleverly decided to seize on perhaps one of the remaining areas of the carrier's public persona which still causes amusement or despair - the on-time landing trumpet fanfare.
Using hashtags to cast their vote, Ryanair asked followers to say if they wanted the fanfare to contiune.
Inevtiably the vote went two to one in favour of banning the trumpets, with a Ryanair official saying:
"We’re looking at all aspects of that experience, one of which is our famous on-time bugle and we asked our followers on Twitter to vote on whether we should change it. The people have spoken and after hundreds of votes, they’ve voted for change, so we’re looking forward to unveiling our next customer improvement soon."
NB: Additional reporting by Linda Fox.