The Custom Dreamliner: Air India Reclaims Its Skies with First Post-Privatisation 787-9
By Axel Miller | 12 Jan 2026
For decades, Air India stood as a symbol of India’s aviation ambition. It was the airline that introduced the country to long-haul glamour, global routes, and international prestige. But by the late 2010s, it had also become synonymous with the opposite: ageing aircraft, unreliable schedules, and a customer experience that struggled to match global rivals.
That contrast is now at the heart of one of India’s most closely watched corporate turnarounds. Under the Tata Group, Air India is attempting something rare in modern aviation: rebuilding a legacy flag carrier at scale—without shrinking into irrelevance.
The arrival of Air India’s first post-privatisation “custom” Boeing 787-9 Dreamliner is more than a fleet milestone. It is a signal event in the airline’s larger plan to reclaim long-haul market share, win premium travellers back, and reduce India’s reliance on foreign hubs for international connectivity.
At the centre of this strategy is a simple truth: in long-haul aviation, brand perception follows hardware. New aircraft don’t solve every problem—but they change what an airline is capable of delivering.
A wide-body renewal that changes the game
Air India’s transformation plan begins with aircraft because aircraft are the business model.
Modern wide-bodies like the Boeing 787-9 are not just symbols of prestige; they are economic tools. They offer better fuel efficiency, improved range, lower maintenance intensity, and the ability to serve long-haul routes profitably with fewer seats—critical in markets where demand is seasonal or still maturing.
For Air India, the operational implications are significant:
- It can open lower-demand long-haul routes that were previously uneconomical.
- It can compete more credibly on passenger comfort and cabin quality.
- It can reposition itself as a premium choice rather than a default option.
In the past, travellers often chose Air India for direct routes rather than experience. The turnaround strategy aims to reverse that logic: making experience the reason to choose Air India, while keeping direct connectivity as an advantage.
The ‘two-airline’ problem
Every airline transformation runs into a challenge Air India knows too well: fleet inconsistency.
When an airline introduces new aircraft with modern cabins but continues to fly older planes with outdated interiors, it effectively becomes two airlines operating under one brand. Passengers book expecting one standard and sometimes receive another. That mismatch can undermine the entire brand reset.
Air India’s management has recognised this risk. Instead of only showcasing new aircraft, the airline has also pushed a parallel track: retrofitting and upgrading the existing wide-body fleet.
This matters for a business reason: upgrades are cheaper than new aircraft, faster to deploy across routes, and immediately improve customer experience without waiting years for deliveries. For travellers, it matters for a simpler reason—reliability of expectation. Premium passengers don’t just pay for comfort; they pay for consistency.
Keeping India’s traffic in India
Air India’s transformation is also a response to a long-standing economic reality: India has been one of the world’s largest exporters of aviation demand.
For years, millions of passengers flying between India and North America or Europe have transited through Gulf and Southeast Asian hubs. That created a structural advantage for foreign airlines while limiting India’s ability to build true long-haul dominance.
Air India’s comeback strategy is built to change that balance. If the airline can rebuild a credible long-haul product—especially on major India–U.S. and India–Europe corridors—it can capture more of that passenger value chain: more ticket revenue retained in India, more airport activity, and stronger ancillary services.
What success looks like in 2026
Air India doesn’t need to become a perfect airline overnight. It needs to become a credible one.
A successful 2026 for Air India would likely look like:
- More consistent cabin experience across wide-body routes
- Fewer technical delays driven by fleet reliability
- Measurable customer satisfaction improvements
- Stronger share on high-margin long-haul corridors
In short: a transformation that is visible to customers, not just investors.
Summary
Air India’s post-privatisation transformation is entering a critical phase as new wide-body aircraft like the Boeing 787-9 begin joining the fleet. The Tata Group-led strategy combines fleet renewal, retrofits, and network expansion aimed at winning back premium long-haul travellers and capturing more international traffic that historically transited through foreign hubs.
Frequently asked questions (FAQs)
Q1: What makes this specific Boeing 787-9 different?
Unlike older aircraft inherited or leased from prior phases, this is a “line-fit” aircraft built specifically for Air India’s updated brand identity. It features a three-class configuration (Business, Premium Economy, and Economy) and modern in-flight entertainment systems.
Q2: Why is the Boeing 787-9 important for Air India?
It improves fuel efficiency, range, and passenger comfort. This strengthens Air India’s ability to compete on direct India–North America and India–Europe long-haul routes, potentially saving passengers several hours compared with transiting through foreign hubs.
Q3: Is fleet renewal enough to transform the airline?
No. Fleet renewal helps reset perception, but long-term success depends on service reliability, staff execution, and consistent product delivery across routes.
Q4: When will passengers see more of these planes?
Air India expects regular wide-body inductions through 2026, with deliveries planned at frequent intervals as part of its 470-aircraft order. The airline’s broader fleet and upgrade plan aims to increase the share of international flights operated by modern or upgraded aircraft by year-end.
Q5: Why does premium travel matter so much?
Long-haul airline profitability depends heavily on business class and premium economy revenues. These cabins offer higher margins and help subsidise economy seats, supporting long-term financial sustainability.