In March 2023, Campbell Wilson, managing director and CEO of Air India, announced that the owners of the airline, the Tata group, planned to consolidate their airline portfolio. On the one hand, the group’s two full-service carriers (FSCs), Air India and Vistara, would be merged to form a single brand; on the other hand, so would the group’s two low-cost carriers (LCCs), Air India Express and Air Asia India. Wilson had joined Air India in June 2022, only a few months after the Tata group had taken over the debt-ridden airline from the government of India. Although it was clear that the Tata group wanted to consolidate its airline portfolio into one FSC brand and one LCC brand, some industry experts had expressed doubts about the Air India–Vistara merger, given their very different brand associations and heritage. Deciding whether to consolidate the brands was not easy. Would doing so be the right decision strategically, or should other options be explored?

The case is based on a dynamic real-life story. In this case we have examined how Faurecia decorative division has used digital tools and technology, both hardware and software, to first modernize its interior division in Abrera (Spain) plant in 2015 which eventually transformed the plant into a profitable unit while before it was losing 3 M€ every year from 2003.

The case describes the various industry 4.0 options which were available to Faurecia for digital transformation and finally illustrate the process of successful implementation of the digital transformation strategy in Abrera' plant by overcoming various challenges, the value proposition, the execution of the plan, and the costly pitfalls along the way.

The case covers real time experiences of the people involved in digital transformation, capture the lessons learned and explain how Faurecia was able to transform its plant into a culture of innovation for the manufacturing processes.