Anatomy of a failed merger

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 2001 – 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 2007 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

Full report here Business Today


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