“The danger is that you keep on fighting legacy-related fires.”Īir India’s success is critical for Prime Minister Narendra Modi’s government, which wants to harness its scale and reach to turn India into a global aviation force like Dubai or Singapore.Īir India Chief Executive Officer Campbell Wilson’s immediate game plan is to tackle pressing problems to get idle planes flying.
“What they are saying is absolutely right - they should go back to a blank piece of paper, but saying it and actually doing it are two very different things,” he said. “Complexity is the curse of airlines,” said Keith McMullan, partner at UK-based consultancy Aviation Strategy, who has experience in the Indian market. Wilson faces a tangle of fleets and staff as daunting as Delhi’s zig-zagging traffic, leaving the airline’s path to profit strewn with obstacles. The result is higher revenue per flight, making it low-hanging fruit in the company’s transformation. Modern “revenue management” software aims to stay one step ahead of demand, continuously anticipating where people want to go and how much each individual flyer is prepared to pay, rather than the old method of having one fare for each block of seats.
Some areas, such as technology, allow for a clean-sheet approach, the 52-year-old New Zealander said, which is why he is putting artificial intelligence (AI) and other tools at the centre of Air India’s reboot.
“Frankly the system is almost so bad it’s good,” chief executive officer Campbell Wilson told Indian airline executives last week, adding that this offered the chance to start from scratch rather than “jury-rig” existing architecture.Īir India is not only reworking every aspect of operations - from systems to supply chains - but integrating four Tata-related airlines, with Air India due to merge with Vistara while low-cost Air India Express and AirAsia India also converge.
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