Air India crash: Devastating tragedy threatens carrier’s ambitious turnaround
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Air India’s Tragic Setback: Tata-led airline brand under scanner
The fatal crash of Air India’s Ahmedabad–London flight has left India in mourning. The tragedy represents not just a devastating loss of life, but a high-stakes reputational setback. The crash threatens to derail a complex turnaround strategy spearheaded by Tata Sons, which re-acquired the airline in 2022 after decades of state control. Air India CEO Campbell Wilson outlined a five-year strategy aimed at repositioning the airline as a world-class global carrier with a distinct Indian identity. The airline has grown its fleet from under 100 to nearly 300 aircraft, bolstered by a historic 470-aircraft order. The company has also invested in modernizing infrastructure, IT systems, product quality, and staffing. But the crash has thrown a spotlight on the slow pace of perceptible change. It is time for Air India to stop running away from the problem and start communicating in a real sense with consumers, says Brand Alchemist Samitha Sinitha, Founder of Brand Consulting, a Mumbai-based brand consultancy.
For Air India, the tragedy represents not just a devastating loss of life, but a high-stakes reputational setback. The crash threatens to derail a complex turnaround strategy spearheaded by Tata Sons, which re-acquired the airline in 2022 after decades of state control. The Tata Group, revered for its corporate stewardship, now finds itself at the center of a storm that tests not just its leadership but its promise to restore one of India’s most iconic, and troubled, brands.
An Airline Still Fighting Old Demons
Air India’s reputation has long been marred by operational inefficiencies – delays, unclean cabins, inconsistent service – many of which persisted even after the Tata takeover. Passengers often cited aging aircraft and lackluster customer service as emblematic of the carrier’s broader decline under government ownership.
In December 2022, in an effort to shed that past, Tata brought on London-based consultancy Futurebrands to lead a sweeping rebranding effort. The result: a new logo, fresh livery with gold, red, and purple tones, and a visual break from the cheerful but outdated Maharaja mascot.
Yet despite the cosmetic makeover and the change in ownership, systemic challenges endured.
Transformation in Progress—but Perceptions Lag
In a recent interview with CNBC-TV18, weeks before the crash, Air India CEO Campbell Wilson outlined a five-year strategy aimed at repositioning the airline as a world-class global carrier with a distinct Indian identity. He described a journey from “stabilization” to “sufficiency” and now “efficiency.”
Since 2022, Air India has grown its fleet from under 100 to nearly 300 aircraft, bolstered by a historic 470-aircraft order. The airline has also invested in modernizing infrastructure, IT systems, product quality, and staffing.
“These are not short-term fixes,” Wilson said. “This is a sustained transformation to build long-term financial and operational strength.”
But the crash has thrown a spotlight on the slow pace of perceptible change.
“Not Just a Setback—It’s a Blow to a Brand Already Under Pressure”
Santosh Desai, Managing Director and CEO of Futurebrands India, acknowledged the severity of the crisis, emphasizing that while any airline would be impacted by such a tragedy, Air India’s situation is uniquely precarious.
“There’s already a sense of public disappointment with how little visible change has occurred since the Tata takeover,” he said. “When an incident like this happens, it compounds that disappointment and makes the brand seem even more vulnerable.”
Air India’s core issue, he argued, lies in the lingering association with inefficiency. “Despite a change in ownership, passengers don’t feel a significant difference. Add to that a major crash, and the trust deficit widens. This is more damaging for a brand like Air India.”
Desai praised the Tata Group’s immediate response – transparent communication, leadership visibility, and financial support for victims’ families – but warned that reactive gestures must give way to ongoing, substantive engagement.
“One complaint I would have against the Tata and Air India is that they are not communicating the reality of the problems. Their communication should be much more centered around the steps they are taking in terms of how they are improving; they should be sharing a report card with the public. What they instead do is some fancy advertising— beautiful but utterly meaningless. We (consumers) want to know how Air India is going to improve.”
He added, “They have shied away from answering hard questions. And I think this crash will put even more pressure. It’s high time they stop running away from the problem and start communicating in a real sense with consumers. That is the expectation that most people will have from Air India.”
A Pivotal Moment for Public Trust
Samit Sinha, Founder of Alchemist Brand Consulting, echoed the urgency of this moment. “Just as the airline was trying to distance itself from its past, this crash risks reinforcing fears about safety and competence.”
He compared the situation to Boeing’s well-documented issues with the 737 Max, cautioning that mishandled crises leave lasting damage. “Public memory may be short, but reputational scars run deep. Air India needs to show that its heart is in the right place. Do the right thing, and do it transparently.”
Read more: Tata Group pledges Rs1 Crore to families of Air India crash victims in Ahmedabad
Lloyd Mathias, a senior brand strategist, said the Tata Group’s swift and compassionate response was a good first step. “They’ve started well—owning up and commiserating with victims’ families, announcing ₹1 crore in compensation, and sending counselors. But legacy operational issues remain. The real test will be when flyers actually feel a meaningful improvement in experience and safety.”
He added that while the Tata Group enjoys strong consumer trust, that confidence doesn’t automatically extend to Air India. “This is an acquired brand, and the bulk of travelers still feel there hasn’t been a dramatic improvement. The rebranding looks great—the new livery, cabin crew uniforms, even the music. But passengers judge airlines by punctuality, consistency, and service—and that change is still a work in progress.”
Boeing’s Burden, Air India’s Accountability
As the investigation unfolds, questions are also being raised about Boeing, whose safety standards—particularly with the 737 Max—have come under fire in recent years. But as experts point out, the airline typically bears the brunt of public reaction, not the aircraft maker.
“Most passengers don’t know or care whether it’s Boeing or Airbus,” said Mohit Hira, co-founder of Myriad Communications. “It’s Air India’s logo they see. If this is a technical fault, Boeing will take a hit. But if it’s operational or human error, the impact on Air India will be far deeper.”
He added that the public’s emotional trust, while hard to quantify, is critical to the brand’s survival. “Passengers today have few alternatives for international travel from India. But emotional trust still matters. The airline’s response, both immediate and long term, will decide if flyers feel safe and respected. The crew, too, are brand custodians—their confidence can either reinforce or undermine trust.”
A Make-or-Break Moment
Nisha Sampath, Managing Partner at Bright Angels Consulting, called this a “make-or-break” moment for both Air India and the Tata Group. “Air India is a brand that has come with its own baggage over the decades, and the latest disaster has added to this. The steps they take in the coming days and months will be critical—not just what they do, but how clearly they communicate those actions to the public.”
She pointed out that safety, though often assumed in aviation, must now be actively demonstrated and branded. “Just as IndiGo built its brand around on-time performance, Air India must now develop cues around safety, precision, and checks. Their communication so far has been empathetic and professional—that tone must continue.”
“This Is Not the Time to Berate the Brand”
Harish Bijoor, founder of Harish Bijoor Consults Inc urged a measure of compassion amid the criticism. “This is a moment of grief. Air India is in the middle of a terrible loss of lives. Accidents like these can happen to any airline, and this is not the time to berate or nitpick,” he said.
In moments of crisis, he argued, brands need support—not just scrutiny. “We must stand with Air India and the families affected. What matters most right now is compassion.”
Can Shubman Gill’s India shock England in tough Test series?
Shubman Gill will be judged on both his performance and his ability to lead a team in transition. India thrashed England 4-1 in their last meeting, but that was on spin-friendly pitches at home. In England, seaming conditions will test adaptability, technique and mental grit – especially for the batters. England’s Bazball era – led by Ben Stokes and Brendon McCullum – divides opinion, but since 2022, they haven’t lost a home series and have won a majority of their Tests. In contrast, past records – compounded by recent form, retirements, injuries and fitness concerns – make this a daunting challenge for India. Since their Test debut at Lord’s in 1932, they’ve toured England 18 times but won only three series – 1971, 1986 and 2007.
2 days ago Share Save Ayaz Memon Cricket Writer Share Save
Getty Images Gill will be judged on both his performance and his ability to lead a team in transition
A young and untested Indian Test side, led by debutant captain Shubman Gill, begins its toughest examination yet this week: a five-match series in England, starting at Headingley. It marks the start of the fourth World Test Championship (WTC) cycle and the first contest for the newly renamed Tendulkar-Anderson Trophy, promising both rich drama and formidable challenges. England have never made a WTC final. India reached the first two but lost – to New Zealand in 2021 and Australia in 2023. A winning start would lift either side’s new campaign. India thrashed England 4-1 in their last meeting, but that was on spin-friendly pitches at home. In England, seaming conditions will test adaptability, technique and mental grit – especially for the batters. England’s Bazball era – led by Ben Stokes and Brendon McCullum – divides opinion, but the results are harder to argue with: since 2022, they haven’t lost a home series and have won a majority of their Tests. In contrast, past records – compounded by recent form, retirements, injuries and fitness concerns – make this a daunting challenge for India. Since their Test debut at Lord’s in 1932, they’ve toured England 18 times but won only three series – 1971, 1986 and 2007 – while suffering four whitewashes. The historical imbalance is amplified by recent form: India have lost six of their last eight Tests, missing out on the WTC final and losing stalwarts R Ashwin, Rohit Sharma and Virat Kohli to sudden retirements.
Getty Images India has lost Rohit Sharma (right) and Virat Kohli to sudden retirements
Ashwin exited mid-series in Australia last November. Sharma and Kohli announced their retirements just before the England tour squad was picked. To make matters worse, pace spearhead Mohammed Shami was ruled out, with BCCI doctors yet to clear him for red-ball cricket after surgery and rehab. This leaves India without four high-impact players who shaped a golden era in Test cricket, even if it didn’t bring WTC silverware. Sharma’s departure also forced a leadership transition. Enter Shubman Gill. His appointment – over vice-captain Jasprit Bumrah – came after intense internal debate. Bumrah reportedly wasn’t confident he could play all five Tests in a packed English summer. Bumrah’s fitness is now the biggest concern. At full tilt, he’s arguably the world’s best fast bowler, a player who can tilt matches single-handedly. But any interruptions to his bowling – due to workload or injury – could throw India’s balance off-kilter. India’s pace bench has depth – Mohammed Siraj, Shardul Thakur, Prasidh Krishna, Arshdeep Singh and Nitish Reddy – but none match Bumrah’s aura. In spin, the Jadeja-Kuldeep duo is backed by Washington Sundar’s promise.
Getty Images Bumrah’s fitness is now the biggest concern
Devastating crash threatens Air India’s ambitious turnaround
Tata Group faces litany of challenges at critical juncture of carrier’s ambitious turnaround. Loss of passenger confidence could derail turnaround efforts that were already under way. Air India has said it is cancelling international services on its wide body aircraft by 15% until mid-July. Investigators from across the world are putting their heads together to find out what exactly went wrong on Air India-171. So far, there is no indication of where the fault lies, and it could take months before we have an answer. But as the waiting game begins, the Tata Group – which owns the airline along with other iconic brands such as Jaguar Land Rover and Tetley Tea – is facing unprecedented challenges. The most critical step after the crisis is the recovery action and communication around it, says Jha Mitu, founder of Mumbai-based risk management firm, Mitu Mitu and Associates. The advantage of the exceptional growth in air travel in India “may now go to its rivals”, says Mark Martin, an aviation expert.
Days after the devastating Air India-171 crash killed at least 270 people, investigators from across the world are putting their heads together to find out what exactly went wrong. So far, there is no indication of where the fault lies, and it could take months before we have an answer.
But as the waiting game begins, the Tata Group – which owns the airline along with other iconic brands such as Jaguar Land Rover and Tetley Tea – confronts a litany of unprecedented challenges at a critical juncture of the carrier’s ambitious turnaround.
The narrative was just beginning to change for Air India in the lead-up to the tragedy.
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In the hands of a new private owner – the Tatas bought the airline from the government in 2022 – Air India showed an operating profit, better revenues and fewer customer complaints.
Although disgruntlement about poor service standards, dysfunctional in-house entertainment and flight delays hadn’t entirely gone away, there was an understanding that these were niggling transition troubles as the airline undertook multiple complex mergers to streamline its operations.
Cosmetically the improvements were beginning to show too; slick new livery and retrofitted interiors on some aircraft, brand-new A-350s in the fleet deployed on key routes and a record-breaking order for new planes to retire old ones and service India’s booming aviation market.
After years of neglect when Air India was under state ownership, the Tatas said earlier this year that they’d embarked on the “final climb phrase” of the carrier’s transformation journey towards becoming a “world class” airline.
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Last week’s horrific crash has now cast a shadow on these plans.
Under Tata Air India underwent a brand transformation with slick new livery and new A-350s in the fleet [NurPhoto via Getty Images]
“I’ll never fly Air India again” was a common refrain heard among people gripped by panic and fear last week. While Air India, and particularly the Dreamliners it flew, have a strong safety record, this knee-jerk reaction was to be expected, say experts, when a crash on this scale happens. This loss of passenger confidence could derail the turnaround efforts that were already under way.
A spate of other reported incidents this month – including engines developing suspected technical snags and a hoax bomb threat aboard a plane carrying 156 passengers from Phuket to Delhi – could worsen matters.
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“There will definitely be a short-term impact where people may be wary of flying Air India. The disaster was very tragic, many lives have been lost and the event will stay in people’s memories for long,” said Jitendra Bhargava, a former executive director with the airline.
“We are already hearing of cancelled bookings,” Shukor Yusof, founder and analyst at Singapore-based Endau Analytics, told the BBC.
“Air India was a difficult flag carrier to turn around, to begin with, bogged down by legacy and financial issues. There will be a need to pause as they grapple with the aftermath of the tragedy and this [the turnaround] will likely take more time than management had envisaged.”
A lot of resources will now have to be redirected to non-operational issues dealing with the crash, such as insurance, legal and reputation damage in the coming weeks, months and even years, says Mr Yusof.
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Drawing parallels with the unprecedented twin tragedies that Malaysia Airlines suffered in 2014, he said it took a full decade for the airline to turn a profit after those crashes.
Air India will require time to “heal” too, he said, whereas the advantage of the exceptional growth in air travel in India “may now go to its rivals”.
The strain on operations is already beginning to show. Air India has said it is cancelling international services on its wide body aircraft by 15% until mid-July amid enhanced safety inspections and rising airspace restrictions.
The crash means the turnaround will likely take more time than earlier envisaged, experts say [AFP via Getty Images]
Meanwhile, the investigation – and what it potentially throws up – will continue to hang over the airline.
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With authorities from the UK, US and India overseeing various safety inspections and regulatory aspects of the investigation, the airline will be under intense global scrutiny, according to Mark Martin, an aviation expert.
“Questions will be raised about operational and aircraft maintenance issues, and about what Air India has done to fix its old fleet,” he said.
The most critical step after any crisis is the recovery action and consistent communication around it, says Mitu Samar Jha, whose firm offers risk and reputation advice to companies and corporate leaders in Mumbai. And Air India will need to make sure it doesn’t get this wrong.
In a sense it is a triple whammy for the Tatas, who have the tough job of fielding questions on the fleet they inherited after acquiring Air India from the government, for Boeing’s continuing troubles and their own maintenance and safety standards, she says.
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“Investigations to identify the cause, corrective measures, and enhanced safety standards will follow soon but from the reputation lens, I hope they consistently communicate and that too authentically,” says Ms Jha.
Often, companies focus a lot on action post crisis but “fail to regularly update the larger world on the progress. This results in the formation of incorrect perspectives and loss of control over the narrative, aggravating the reputation loss”, she adds.
Consistent communication from Air India will be key to rebuilding the brand image, say experts [AFP via Getty Images]
But Air India hopes it can navigate this crisis from a position of strength.
The carrier’s CEO Campbell Wilson has highlighted the airline’s commitment to co-operating with investigators and supporting the families of the victims.
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Earlier this week, Tata Group chairman N Chandrasekaran held a town hall meeting with employees asking them to stay resolute amid any criticism, Reuters reported. He said last week’s plane crash was the “most heartbreaking” crisis of his career and the airline should use it as a catalyst to build a safer airline.
The airline has some of the world’s “best pilots and engineers” Sanjay Lazar, an aviation consultant told the BBC. Additionally, enhanced safety inspections ordered by India’s regulator on all the carrier’s 787 Dreamliners should be a morale booster for worried passengers.
“History indicates that post accidents and emergencies, airlines become ultra cautious, that is the human tendency. It’s like a homeowner after a burglary, adds tons of locks. The airline will follow every comma and full stop in SOP [standard operating procedure],” said Mr Lazar.
The Tatas may also take comfort from having Singapore Airlines (SIA) as a shareholder and partner – widely regarded as one of the world’s best airlines.
SIA could be instrumental in “helping nurse Air India back to health”, said Mr Yusof.
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Air India: Lone survivor lays brother to rest at emotional funeral
Lone Air India survivor carries coffin of brother killed in crash. Vishwashkumar Ramesh’s brother Ajay was also on the ill-fated flight but did not survive. At least 270 people were killed, most of them passengers and crew. New video shows ambulance driver Satinder Singh Sandhu guiding Mr RamesH to safety as he walks out of the crash site with flames and thick smoke billowing into the air behind him. The London-bound Boeing 787-8 Dreamliner crashed seconds after taking off on Thursday from the western Indian city of Ahmedabad. The 40-year-old has spent most of the last five days in hospital and is still in a critical condition in a hospital in Diu, western India. He even tried to go back to the blazing plane to search for his brother, one of the first responders said.
1 day ago Share Save Lakshmi Patel BBC Gujarati, Ahmedabad Samira Hussain BBC News, Ahmedabad Share Save
Air India crash survivor attends funeral of brother who died in crash
The British man who was the sole survivor of last week’s Air India plane crash has helped lay his brother to rest at a funeral in western India. Vishwashkumar Ramesh’s brother Ajay was also on the ill-fated flight but did not survive the tragedy. A visibly upset Ramesh was one of the pall bearers who carried his brother’s coffin to the crematorium in the town of Diu, his arm and face still covered in white bandages. He’s spent most of the past five days in hospital. The London-bound Boeing 787-8 Dreamliner crashed seconds after taking off on Thursday from the western Indian city of Ahmedabad. At least 270 people were killed, most of them passengers.
Mr Ramesh’s mother walked with the coffin in a blue sari along with other mourners, as he held it on his right shoulder. Several people from the town – which lost 14 other people to the crash – came out for the funeral even as the rain lashed the procession. No one is clear how Mr Ramesh managed to survive. He even tried to go back to the blazing plane to search for his brother, one of the first responders at the scene told the BBC. In a new video that emerged earlier this week, ambulance driver Satinder Singh Sandhu is the man seen guiding Mr Ramesh to safety as he walks out of the crash site with flames and thick smoke billowing into the air behind him.
New footage shows sole survivor of Air India crash emerge from flames
Mr Sandhu, a supervisor with the emergency ambulance services in Ahmedabad, says he had no idea who he was helping, or that Mr Ramesh had escaped from the plane. He only found out later that day on the news that the man was the sole survivor of the crash. Vishwashkumar Ramesh, 40, was in seat 11A on the flight. His brother is reported to have been sitting a few seats away. All other passengers and crew were killed and nearly 30 people also died on the ground after the plane hurtled down and crashed into a doctor’s hostel. But Mr Ramesh miraculously survived, managing to get out of the wreckage through an opening in the fuselage. The new video shows Mr Sandhu, who’s wearing a blue turban, walk up to Mr Ramesh and guide him to safety. Mr Sandhu said he was having lunch with his colleagues when he first noticed a “massive fire with thick smoke rising into the sky”. “At first, we thought it might be a car accident or a gas cylinder blast. Soon, we learned it was a plane crash. I immediately instructed my team to bring an ambulance, and rushed to the site.”
Pavan Jaishwal Satinder Singh Sandhu said he only realised who Mr Ramesh was when he saw the news later
Speaking to BBC Gujarati, Mr Sandhu said that he was just trying to do his job. In his decades-long career, he said he had encountered many challenging situations. But what surprised him that day was how Mr Ramesh, after being rescued, kept trying to go back to the site of the crash. “He had no idea what he was doing. He kept going in and out of the complex. We told him to stop, and dragged him away to an ambulance so that he could receive medical care,” Mr Sandhu said. “That’s when he said to me that his relative was trapped inside and he wanted to go save him. We did not speak a word after that.” Mr Ramesh later told India’s DD News that he was trying to go look for Ajay.
ANI Mr Ramesh – seen here being visited by PM Narendra Modi – has spent most of the last five days in hospital
Air India plane crash death toll rises to 270
Air India plane crash death toll rises to 270. London-bound aircraft crashed into a residential area shortly after take-off. All but one of the 242 passengers and crew members, a 40-year-old British man, were killed. More than thirty victims have also been formally identified using DNA samples provided by relatives. India’s Prime Minister Narendra Modi spent around 20 minutes walking around the site of the plane crash on Friday. The Boeing Dreamliner 787-8 was 11 years old and had operated 25 flights from Ahmedabad to London Gatwick in the past two years, according to tracking website, Flightradar24.
Vigils honouring the dead have been taking place across India and the UK
Vigils honouring the dead have taken place across India and the UK.
Officials have also been trying to establish how many people were killed on the ground and have been continuing the slow process of matching DNA samples to confirm the victims’ identities.
The London-bound aircraft crashed into a residential area shortly after take-off killing all but one of the 242 passengers and crew members, a 40-year-old British man.
Doctors in India say 270 bodies have been recovered from the site of Thursday’s plane crash in Ahmedabad.
About 100 people gathered outside the High Commission of India in London on Sunday, with many laying candles in memory of those who died in the crash.
One community leader said they had been in touch with a family who had flown to India to identify the remains of their loved ones and were waiting in hospital for the results of DNA matching.
Many people at the gathering want answers on how and why the incident could have happened, the community leader said.
India’s Aircraft Accident Investigation Bureau (AAIB) is leading the inquiry into the cause of the crash, helped by teams from the US and UK.
On Friday, a black box was found at the site of the crash which India’s civil aviation minister, Ram Mohan Naidu Kinjarapu, said would “significantly aid the inquiry” into the disaster.
Less than 60 seconds after leaving Ahmedabad’s Sardar Vallabhbhai Patel International Airport, the plane lost altitude and crashed into a building that was used as doctors’ accommodation at the BJ Medical College and Civil Hospital.
On Saturday, the President of the Junior Doctors’ Association of the college, Dr Dhaval Gameti, confirmed the hospital had received the bodies of 270 victims.
Of those, 241 are believed to be passengers and crew of Flight AI171.
More than thirty victims have also been formally identified using DNA samples provided by relatives.
According to data by tracking website, Flightradar24, the Boeing Dreamliner 787-8 was 11 years old and had operated 25 flights from Ahmedabad to London Gatwick in the past two years.
In response to Thursday’s crash, India’s aviation regulator, the Directorate General of Civil Aviation (DGCA), ordered additional safety checks on Air India’s Boeing 787-8 and 787-9 fleet, describing it as a “preventive measure”.
India’s Prime Minister Narendra Modi spent around 20 minutes walking around the site of the plane crash on Friday.
He also visited the hospital to meet some of those injured in the disaster, including the sole plane survivor Vishwashkumar Ramesh, later saying that “the entire nation is praying for their speedy recovery”.
Air India CEO Campbell Wilson also went to the crash site on Friday and described the visit as “deeply moving”.