Air India’s turnaround is being tested as leadership questions emerge

FILE PHOTO: Campbell Wilson, CEO of Air India | Photo credit: AMIIT DAVE

Nearly three years after Air India’s return to the Tata Group, persistent disruptions, uneven service quality and slow-moving reforms have led to an internal reappraisal of leadership, industry insiders said. business line.

Chief Executive Officer Campbell Wilson inherited an airline weakened by years of underinvestment, labor challenges and an aging fleet. Early adjustments to these past limitations were widely accepted. But as the Tata-led management approaches its third year in office, those allowances have become scarce. Critics increasingly question whether current leadership has the operational clarity and bandwidth to carry the turnaround into its most demanding phase.

Mark D Martin, founder and chief executive officer of Martin Consulting, said it was “too coincidental and eerie” that Wilson’s departure is being discussed at a time when the final report on the AI171 incident is expected from the Aircraft Accident Investigation Bureau. “It is well known that Wilson’s fealty and loyalty to the Singapore Airlines Group resulted in keeping Singapore Airlines’ agenda at the forefront, resulting in a hands-off approach to Air India, while stifling the Tata Group’s objectives,” Martin said.

Structural step

Wilson’s early term was marked by decisive structural steps. The Vihaan.AI transformation program set a framework for a revival, while the order for 470 aircraft from Airbus and Boeing reshaped Air India’s long-term ambitions. Network expansion to Europe, North America and Australia has helped give global ambitions some credibility.

However, the implementation has lagged behind the intention. Operational performance has improved only incrementally, with recurring disruptions related to aircraft availability, crew shortages, training backlogs and other constraints. The integration of Vistara with Air India and AIX Connect with Air India Express has added to the complexity.

The customer experience remains uneven. While a new brand identity, redesigned cabins on certain aircraft and improved digital interfaces have helped change perception, the wide variation between fleet types continues to undermine passenger confidence.

Financially, Air India is still in a high investment phase, with high capital expenditure and merger-related inefficiencies weighing on near-term performance. The deeper cultural shift, from a public sector legacy to a performance-oriented private airline, has also proven slower than expected.

Ultimately, the debate shifted from vision to implementation. The architecture of Air India’s revival is largely in place; Whether current or future leadership can translate this into reliable operations, consistent service and financial discipline will determine whether the Tata Group’s promise of excellence is finally fulfilled.

Published on January 5, 2026