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Air India Strike Case Study

Anatomy of a failed merger

     Print Edition: June 24,

Tags: Air India | Indian Airlines | Air India pilots strike | Air India Indian merger | Ajit Singh | Air India turnaround

No public enterprise in recent memory epitomises the adage "the government should not be in the business of running a business" as much as Air India.

From being a market leader on domestic routes in - the operation was called Indian Airlines then, before it merged into Air India - to becoming an also-ran today, the airline makes for a case study on how not to merge two entities. Many insist the merger was doomed long before the latest strike.

Geetanjali Shukla lists the factors that have dragged the airline down and possible fixes based on conversations with experts:

1. LEADERSHIP

Praful Patel, the aviation minister who led the Air India-Indian Airlines merger in , has been keeping a low profile since a pilot strike stalled the airline's cashmaking international operations.

Current Aviation Minister Ajit Singh pulls his punches when he talks of coalition colleague Patel: "In retrospect, it is easy for people to say things. At the time of the merger it must have seemed the right thing to do."

But others point out Air India has had four chairmen in the last six years with no one biting the bullet on tough decisions.

 "How can you think of achieving success with such instability at the top," asks Kapil Kaul, CEO-South Asia, Centre for Asia Pacific Aviation.

For full interview, go todfknj.wz.cz

SOLUTION:
Appoint a professional CEO backed by a strong board of directors and give him a free hand (Accenture, the consultant at the time of the merger, had recommended a minimum five year tenure). In effect, the government will have to cede control of day-to-day running of operations and appoint independent directors (an experiment attempted earlier).


2. BLOATED HEADCOUNT

The merger brought together two disparate entities and created a behemoth with 30, employees - per plane. Singapore Airlines has while British Airways has

Air India's high employee-aircraft ratio is expected to come down to per aircraft once 19, employees are transferred to two new proposed units - one for ground handling and the other for maintenance, repair and overhaul (MRO) operations. But, even here, workers want to be deputed rather than transferred.

SOLUTION:
Carry out the planned spin-off of the ground handling and maintenance, repair and overhaul operations. Offer a voluntary retirement scheme if still necessary.


3. HR INTEGRATION

If the jumbo-sized staff was not enough of a headache, the way the management went about integrating the workforce made for a perfect storm.

No attempts were made to standardise hiring policies for the rank and file. Air India has a five-day week; Indian Airlines has a six-day week. Indian Airlines pilots were promoted unconditionally once in six years while Air India pilots complained they got their turn after 10 years - if there was a vacancy. The ground handling teams of the two airlines continue to operate separately

"Before the merger, due diligence on HR issues was very poor," says CAPA'S Kaul. Some of the gaps are being addressed but the process has been painfully slow. Five years after the two airlines merged, staffers below the level of deputy general manager have still not been integrated.

FULL COVERAGE:Air India crisis

Even before the report by the Dharmadhikari Committee, set up to look into Air India's HR issues, was released, Air India CMD Rohit Nandan told BT: "It will not be an easy report to deal with." The panel has suggested uniform working hours and pay scales, among other things. But that, at best, is a beginning.

SOLUTION:
Air India will have to cut layers of management, align staff by role, bring in lateral hires, overhaul customerfacing functions, and implement a massive training exercise. And, rein in pilots and engineers, even if it means a partial lockout. Minister Singh's answer was a noncommittal "I hope not", when asked about such a possibility.


4. AIRCRAFT, TICKETING

Look at any modern airline operation and you notice the obsessive attention to pare costs. And, one way airlines have success full yworked at eliminating expenses without hurting the service experience is to have a fleet with a single aircraft type.

After the merger, Air India continues with both Boeing and Airbus-made planes: the international operations are run mostly by wide-body Boeing jets, while domestic routes mostly use AS. The result: high operations, maintenance, and manpower costs.

Air India was also hurt by the delay in integrating the two airline reservation systems. A single system allows it to sell tickets under one airline code, join alliances and ink code-share agreements. It took until February for a common reservation system to come up.

SOLUTION:

There are airlines that run successfully with two or more aircraft types. But India is a price-sensitive market, and a model built around a single aircraft-type makes compelling sense.

IndiGo, India's only profitable airline, uses 56 Airbusmade jets to fly to places as diverse as Bangalore and Bangkok. Airline mergers the world over have had abysmal success rates.

Even the Delta Air Lines and Northwest Airlines merger in the US, considered successful, took more than two years to start operating as a single carrier.


5. LEAKY FINANCIALS

No business enterprise, not even one backed by the sovereign, can survive years of losses with no turnaround visible. The airline's total debt, as of financial year , was Rs 44, crore. About half of that is from long-term loans for aircraft purchase.

A CAG report termed the purchases a "recipe for disaster" . While acquiring some new planes may have made strategic sense for the national carrier in the mids, Air India did not have the financial health to sustain a spend of Rs 40, crore.

SOLUTION:
Turning Air India around will be a long haul. The government and the airline should be clear that the odds of its survival are slim. But together with incentives, a charismatic leader and conditional support from the government, Air India could fly again.

The flag carrier did so well in the s and s that a certain fledgling airline from Singapore came visiting to learn from it and grew into the feted Singapore Airlines of today.
 

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Abstract:

 Air-

India was the India’s finest flying ambassador. In recent years Air 

-India wassubjected to many changes, like merge with Indian Airlines, strike from the pilots dfknj.wz.cz report presents the complete over view of the company and includes theorganizational structure and culture of the company. The report gives you thecomplete lists of analysis, like SWOT, PESTL etc. This report also concentrates onIS/IT changes, leadership development and change management issues, within theorganization.

Mission statement:

To provide a high quality, safe, convenient and efficient air travel service thatconsistently meets our customer's needs in a way that ensures our profitability andlong term success.

Introduction:

History of the company: Air 

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India was operating flights to the countries of Europe, USA, Africa and the other parts of the world, from Mumbai (India) as centre. The company was well known asthe first "All-

Jet” air lines. First it was started as Tata

-Air lines in , now it wasgovernment owned and well known as Air-India. Once it was called as little jewel of air lines, but its reputation gone badly as service and profits are gone down. But thenecessary actions were taken by the management; put it back on the track. Air-Indiaserves about three million passengers every dfknj.wz.cz origins: Air-India was started as TATA air lines in the year of , named after J R D TATA,its founder. First it serves as domestics air lines, which serves between the Indiancities of Mumbai, Delhi, Chennai, Ahmadabad etc, later it starts the services toPakistan. In the year , at the end of the world II, it became a public limitedcompany and named as Air-India limited. With in no time, the government won 49%