When Systems Fail, Service Matters Most

In April 2026, easyJet faced a high-profile disruption that quickly became a national story. A flight from Milan Linate Airport to Manchester departed with just 34 passengers onboard, leaving more than 100 behind in the terminal.

Most of those passengers had done exactly what they were supposed to do. They arrived early, some as much as four hours before departure. Yet they were unable to clear passport control due to severe delays caused by the EU’s new biometric Entry/Exit System (EES).

From an operational standpoint, this was a systems issue. From a customer service perspective, it was something else entirely.

It was a breakdown in experience.

The real failure

The introduction of biometric border checks significantly slowed passenger processing. Airport infrastructure struggled to cope, queues extended beyond three hours, and reports emerged of passengers becoming unwell while waiting in the heat.

The flight itself was delayed by around an hour, but ultimately departed due to legal crew duty limits. On paper, procedures were followed correctly.

But from a customer’s perspective, the outcome was very wrong.

And the real failure was:

• Long waits with no clarity
• Missed flights despite doing the right thing
• Little visible support in the moment

And this is where customer service becomes the defining factor.

When poorly managed disruption causes an emotional spiral

What made this incident resonate was not just the disruption to the passengers, but how it felt.

Passengers described confusion, stress and a lack of information. Some faced significant additional costs, for some running into thousands of pounds to rebook their travel. Others reported feeling unwell after hours of queuing in departure halls without air conditioning.

The story became “EasyJet passengers left behind”, not “system overload at border control”.

That distinction matters. Because in moments of disruption, perception is driven by emotion, not root cause.

For leaders, this is the key shift. Customer service is not about explaining what went wrong. It is about managing how it feels when it does.

A customer service lens on what went wrong

1. Lack of visibility

Passengers didn’t know what was happening or how long delays would last. Without clear updates, uncertainty filled the gap. From a service perspective, this is critical. When customers are left to guess, they assume the worst. Even if the answer is “we don’t know yet”, saying it matters.

2. Absence of reassurance

There was little indication of what would happen if passengers missed their flights.

Would they be rebooked?
Would costs be covered?
Would assistance be available?

Without reassurance, stress escalates quickly. Good customer service doesn’t always have to eradicate the problem, but it reduces the emotional impact and manages expectations.

3. No visible ownership

To the customer, there is no distinction between airline, airport and border control. It is one journey.

In this case, no single entity appeared to take visible ownership of the situation, which only frustrated customers further.

Strong service leadership means stepping into that gap, even when the issue sits outside your direct control.

The customer service lessons leaders should take

1. Own the moment, not the cause

It may not have been easyJet’s system that failed, but it was easyJet’s customer who felt the force of the impact.

From a service perspective, ownership is not about blame. It is about presence.

Customers need to see someone taking responsibility for helping them through the situation. That might mean:

• Staff visible in queues
• Clear updates at regular intervals
• Immediate guidance on next steps

Ownership builds trust, even in difficult circumstances. By taking responsibility, EasyJet may well have avoided those negative headlines and, more importantly, protected its reputation.

2. Communication is a service, not a support function

In disruption scenarios, communication is not secondary. It is the primary service being delivered.

Frequent, simple updates can transform the experience. By sharing:

• What’s happening
• What it means for them
• What they should do next

Customers have a clear understanding of the disruption and the subsequent plan of action, and are more likely to be forgiving of the scenario.

Without this, customers feel ignored. With it, they feel managed and supported, even if the outcome is still inconvenient.

3. Empathy must be visible

Policies may have been followed, but customers experienced a lack of flexibility and understanding.

Empathy in customer service is not just about tone. It is about action:

• Acknowledging frustration
• Offering practical support
• Demonstrating effort to help

Even small gestures, clearly communicated, can change how a situation is remembered.

4. Prepare for predictable pain points

The rollout of the EES system was expected. Delays were anticipated across the industry.

From a customer service standpoint, this should have triggered preparation:

• Pre-travel communication setting expectations
• Advice on arrival times and potential delays
• Contingency plans for missed departures

Proactive service reduces reactive complaints.

5. Recovery defines the experience

For the passengers who were left behind, the most important moment came after the disruption.

How easy was it to rebook?
Was support offered quickly?
Did the airline take steps to reduce the inconvenience?

Was information available about compensation?

This is where customer service has the greatest impact.

Customers are often more forgiving of problems than they are of poor recovery.

6. You are always the face of the problem

Even when the root cause sits elsewhere, the brand closest to the customer absorbs the impact.

In this case, easyJet became the visible face of a border control issue.

From a service perspective, this means:

• Setting expectations clearly before travel
• Explaining external dependencies in simple terms
• Helping customers navigate systems they don’t control

If you don’t frame the situation, the customer will do it for you.

Final thoughts

At Morgan James Consulting, we believe that customer service is most visible when things go wrong.

Anyone can deliver a smooth experience in ideal conditions. What defines a business is how it responds when those conditions break down.

The EasyJet Milan incident is a powerful reminder that systems will fail, processes will be stretched, and external factors will disrupt even the best-run operations.

But in those moments, service is still a choice. And it is that choice that customers remember.

To learn more about our bespoke customer service workshops, email rachel@morganjamesconsulting.co.uk today.