Air India CEO Campbell Wilson is embarking on a major project: revamping India’s 92-year-old flag carrier that has been newly privatized after years of neglect by the Indian government. The average age of Air India employees used to be 54 years old, with outdated email systems leading them to use Gmail instead.
Wilson envisions a new era for Air India, drawing on his experience at Singapore Airlines to elevate the carrier’s service and reputation. This transformation is outlined in a five-year plan called “Vihaan.AI,” with significant progress already seen 18 months into the project. Air India has made a historic order for 470 aircraft, hired 5,000 new employees, and reduced the average employee age from 54 to 35.
Key points from Wilson’s interview at the Skift India Summit 2024 are highlighted below. The full interview can be watched here.
Air India Is Fully Overhauling Its Operations as Part of Its Transformation.
Wilson: The goal has always been to restore Air India as a top-tier global airline. The transformation journey began about 18 months ago with the “Vihaan” program, aimed at a five-year overhaul. The initial phase involved addressing past issues, setting up foundations, and now we are ready to propel Air India forward to new heights.
Campbell Hopes the Merger Between Air India and Vistara Will Be Seamless.
Wilson: The long-term vision is for Vistara to evolve into Air India. With Air India’s rich heritage, it would be unwise not to leverage that brand strength, especially on a global scale. While Vistara has a strong presence in India, merging the two carriers will enhance the overall offering. The integration process will be gradual and strategic, preserving the best of both worlds.
Even Though It’s 92-Years-Old, Air India Is Almost Like a “Start-up.”
Wilson: Years of underinvestment have left Air India resembling a start-up. Outdated systems and lack of recruitment have necessitated a complete rebuild from scratch, especially in IT. The company is undergoing a cultural and operational transformation akin to a start-up venture.
The Average Age of an Air India Employee Went From 54 to 35.
Wilson: The lack of recruitment for non-flying roles over 15 years had led to an aging workforce at Air India. Through strategic hiring, the average employee age has been significantly reduced. Retirement transitions have been managed smoothly, contributing to a cultural and operational shift within the organization.
Many older employees have opted for voluntary retirement, facilitating the infusion of new talent and skills essential for the airline’s growth.
Air India Is Taking in a New Aircraft Every 6 Days.
Wilson: Air India’s fleet expansion is unprecedented, with a new aircraft being added every six days. This aggressive growth strategy requires organizational alignment and capability enhancement to ensure safe and successful operations.
Wilson Thinks Air India Has a Competitive Advantage Over the Many Airlines That Have Their Sights Set on India.
Wilson: India’s vast potential as a market attracts numerous airlines, but Wilson believes that Air India can leverage its national carrier status and historical relevance to outshine competitors. By enhancing service, connectivity, and brand reputation, Air India aims to capture a segment of discerning travelers seeking quality experiences.
Delhi or Bombay? Wilson Envisions Multiple Hubs in India.
Wilson: India’s unique market offers the opportunity for multiple hubs and extensive point-to-point services. With a population size comparable to major global markets, India presents a lucrative landscape for airline operations.
As Middle Eastern Carriers Focus on India, Wilson Says Air India Needs to Improve Its Brand to Compete.
Wilson: To compete with Middle Eastern carriers in the Indian market, Air India must enhance its product, connectivity, and brand perception. With improved technology, service quality, and loyalty programs, Air India aims to attract travelers looking for efficient long-haul connections.
While Air India Will Operate as a Low-Cost-Carrier on Domestic Routes, Wilson Says There’s More Opportunity in International Flying.
Wilson: Domestically, Air India will focus on low-cost operations, while the emphasis on international full-service flights presents a greater growth opportunity. With a historic fleet expansion plan, Air India aims to address the underserved market for long-haul travel.
Air India Has Hired Around 5,000 People in the Past 18 Months.
Wilson: The influx of new talent at Air India has been instrumental in driving operational improvements and cultural transformation. Strategic recruitment and training have equipped the organization with the necessary skills and mindset for a successful transition to a modern airline.
The Maharaja Lives On.
Wilson: The iconic Maharaja continues to symbolize Air India’s ethos of service, culture, and hospitality. The brand may see a revival in various aspects, including service elements and physical branding, reflecting a blend of tradition and modernity.
