Navigating the New Horizon: Policy Implications for Teachers in the Digital Age

Y. Babji, Academic Counsellor (PR), Dr BRAOU

Digital transformation is redefining the fundamental structure of education, altering not only how learning is delivered but also how teachers perform their professional roles. As OECD (2023) notes, the global proliferation of digital tools has forced education systems to rethink pedagogy, assessment and institutional planning. Teachers today must navigate a complex, digitally mediated learning environment that demands new competencies, greater flexibility and deeper technological fluency.

Governments and institutions are increasingly required to craft policy responses that account for this changing ecosystem. As Haleem (2022) argues, digital technologies have moved from being auxiliary tools to becoming core instructional resources. This shift compels policymakers to examine how teacher capacity, support systems and regulatory frameworks can be strengthened to sustain digital transformation.

The Evolution of Teaching in a Digital Era

Digitalization has profoundly redefined teaching itself. Where teachers once served primarily as content transmitters, they are now expected to curate digital resources, facilitate inquiry, personalize learning and integrate technology into assessments and classroom communication.

One of the most critical concerns is the persistent global skills gap. OECD (2025) reports that only 41% of teachers worldwide had acquired competencies in integrating digital technologies into their teaching practice by 2021. This statistic highlights the urgent need for structured, system-wide digital pedagogy training. One survey from 2022 reported that 31% of teachers in India were not proficient in digital tools and 79% were still undergoing training (Business Today). This suggests a lower percentage of proficiency compared to the 41% global average.

In addition, researchers such as Gu (2025) emphasize that digital competence directly influences instructional quality, student engagement and learning outcomes. Teachers who possess strong digital literacy can manage blended classrooms more efficiently, adopt adaptive learning tools and create differentiated learning experiences. Conversely, teachers with limited digital skills may face reduced confidence, stress and declining instructional quality.

Global Patterns in Digital Teacher Development

Recent empirical studies provide insights into how online training and digital pedagogical adoption are progressing worldwide. Online Teacher Professional Development (TPD) platforms have rapidly expanded since 2020. According to Tokyo Tech Lab (2025), teacher participation in online TPD reached 75% in China and 85% in the United States in 2024, demonstrating the scalability and flexibility of digital learning platforms. Indian Journal of Educational Technology (2025) reports that it is just 15% of teachers that were trained to teach using a computer in schools managed by the Government, in India.

Effectiveness studies have also yielded encouraging results. Comparative research by Pisica et al. (2023) found that online professional development scored above 4.3 out of 5 in measures of perceived usefulness, accessibility and relevance. Teachers appreciated the flexibility, modularity and self-paced nature of digital learning environments.

Yet these gains do not resolve systemic inequities. Memon and Memon (2025) define the digital divide as a multi-layered inequity shaped by differences in access to devices, internet bandwidth, digital tools, and teacher digital literacy across socio-economic contexts. These disparities remain one of the most significant obstacles to digital education reform worldwide.

In India

The key initiatives and data points regarding online professional development in India include:

1. Skill India Digital Hub (SIDH): As of June 2024, around 88 lakh (8.8 million) candidates were registered on the platform, with 7.63 lakh candidates enrolled in online courses.
2. Mission Karmayogi + iGOT: This platform for training civil servants had over 1.21 crore (12.1 million) officials onboarded and 3.24 crore (32.4 million) learning certificates issued as of May 2025.
3. Pradhan Mantri Kaushal Vikas Yojgna (PMKVY): Over 1.57 crore persons have been trained and 1.21 crore certified under various components of this scheme.
4. Internet Penetration: As of March 2024, there were over 954 million internet subscribers in India, and 95.15% of villages had access to 4G connectivity, indicating a vast potential user base for online platforms.

‘Mindandmatter’ reports that India's online digital professional development is strong but lags behind the USA and China in certain areas like large-scale, AI-driven innovation and infrastructure investment. The USA leads in decentralized, high-quality professional development, while China excels at rapid, centralized scaling and has the most recent publications on AI in education. India is a significant and rapidly growing player, boosted by its vast internet user base and government programs, but it faces challenges with the digital divide and is heavily reliant on imported technology for its own digital growth.

Policy Frameworks Supporting Teachers

Governments and international organizations are recognizing that policies must evolve to reflect new digital realities in teaching. The European Union’s Digital Education Action Plan, discussed by Outeda (2024), mandates that educators attain digital pedagogical competence and provides centralized learning platforms and certification frameworks.

Organisation for Economic Cooperation and Development (OECD) (2024) stresses that effective digital-era teacher policy must integrate (1) Continuous professional learning, with structured pathways for skill renewal (2) Flexible working arrangements to accommodate online workflows and blended classrooms (3) New accountability mechanisms that evaluate digital teaching competencies and (4) Institutional support for experimentation and digital innovation.

These frameworks acknowledge that digital transformation is not merely a technological change but a pedagogical and organizational transformation requiring systemic policy alignment.

Expanding Access and Capability

The growth of online Teacher Professional Development (TPD) is one of the most consequential global trends. Researchers such as Gu (2025) and ICTA (2024) argue that online TPD enhances teacher autonomy, expands access to quality resources and facilitates equitable participation. However, to be truly effective, teacher digital development policies must address multiple issues.

1. Quality Assurance in Digital PD Programs: Digital professional development varies widely in its instructional design, content rigor, and applicability. OECD (2023) underscores the need for quality benchmarks and accreditation mechanisms to ensure that programs strengthen real-world instructional practice.
2. Mandatory, Periodic Technology Training: Given the rapid pace of technological change, ICTA (2024) proposes mandatory digital competency training for all teachers at least once every three years. This ensures that teachers’ digital skills remain relevant and adaptable.
3. Localization and Contextual Adaptation of National Strategies: Li et al. (2025) emphasize that national digital education policies often fail because they do not address local infrastructure constraints or school-level variations. Local adaptation is therefore essential to bridge the gap between policy design and classroom realities.

Equity and Inclusion Challenges

While digitalization holds transformative potential, it also risks deepening existing inequities. Memon and Memon (2025) assert that unequal access to digital tools can reinforce disparities between rural and urban regions, privileged and underprivileged communities, and elite and government schools.

A policy framework committed to equity must focus on:

• Infrastructure parity across regions
• Subsidized access to devices and connectivity
• Inclusive training to support teachers with varying levels of digital exposure
• Monitoring mechanisms to ensure disadvantaged schools are not excluded

Only equitable policy implementation can ensure that digital transformation enhances, rather than undermines, education justice.

Changing Roles and Responsibilities

Digital transformation requires a redefinition of the teaching profession itself. According to Wohlfart (2022), teachers are evolving from knowledge transmitters to digital facilitators, learning designers and data-informed decision-makers.

Therefore, the digital teaching demands digital enquiry, critical thinking, accountability, career pathways, new skill domains etc:

1. Facilitating Digital Inquiry and Critical Thinking i.e. Teachers must curate digital content, moderate online discussions and support student inquiry in blended classrooms.
2. Redefined Accountability and Career Pathways as OECD (2024) argues that teacher appraisal frameworks must recognize digital pedagogical competencies, innovation, professional collaboration and adaptive expertise.
3. In the area of New Skill Domains, Li et al. (2025) identify emotional intelligence, adaptability and organizational commitment as core competencies for digital-age teachers, in addition to technical skills.

Infrastructure and Support Systems

Infrastructure remains the single biggest determinant of digital education success. It is the backbone of policy implementation. ICTA (2024) emphasizes that without robust connectivity, updated hardware and secure digital resources, even the most advanced policies will fail. For this, the key requirements include:

1. Regular Hardware and Software Upgradation: Technology lifecycles are short, and schools require timely upgrades to maintain functionality and compatibility.
2. Hands-On Technical Training Across All Staff Levels: Pisica et al. (2023) argue that digital transformation requires whole-school preparedness, not just teacher competence.
3. Career Guidance, Industry Exposure and Institutional Linkages: To align teaching with evolving digital workforce needs, schools must incorporate industry-relevant resources and partnerships (Tokyo Tech Lab 2025).

Mental Health and Well-being:

This is a critical policy priority. Digital transformation intensifies teacher workload, introduces new forms of stress and can lead to burnout. Cosby et al. (2023) observe that teachers with low digital self-efficacy experience heightened anxiety, reduced job satisfaction and compromised performance.

However, research also shows that (i) Supportive school cultures (ii) Comprehensive digital training (iii) Peer collaboration networks and (iv) Adequate planning time can greatly reduce digital stress and enhance teacher well-being. Teacher well-being, therefore, is not peripheral: it is foundational to the sustainability of digital reform.

Recommendations for Future-Ready Teacher Policies

The review of global literature suggests five major areas of policy reform. They are briefly discussed here.

1. Universal Digital Literacy: Governments must establish digital competence as a core professional requirement, supported by accessible and ongoing training (OECD 2025).
2. Targeted Infrastructure Investments: Prioritizing infrastructure in underserved regions is essential to ensuring equity (Memon & Memon 2025).
3. Flexible, Modular Professional Development: Gu (2025) notes that blended models of PD combining synchronous, asynchronous and school-based training are most effective.
4. Regular Policy Evaluation: Given the pace of technological change, policies must be continuously assessed and updated to remain relevant (ICTA 2024).

Inclusion as a Foundational Principle: Every digital education initiative must be designed to support diverse learners and teachers (OECD 2024).

Conclusion

The digital age demands new competencies, pedagogical models and support systems, making teacher-centred policy reform more important than ever. As Wohlfart (2022) insightfully states, teachers are not merely users of digital tools. They are agents of transformation. Effective policies must therefore empower teachers, strengthen institutional capacity and invest in sustainable, equitable infrastructure.

A future-ready education system cannot emerge without teachers who are confident, supported and fully prepared to lead digital reform.

As severally and separately reflected by Chris Brown, Robert White and Anthony Kelly, it can be inferred that “Teachers are not just recipients of technology, but agents of change in digital reform and hence policy must empower their central role.”

 NLN – An Institution Builder

Y. Babji, Past Chairman, PRSI, Hyd Chapter

(The Hyderabad Chapter of the Public Relations Society of India, in association with its Past Chairpersons’ Council, jointly organised a Memorial Lecture in honour of Sri N. L. Narasimha Rao on the theme “Legacy and Leadership in Public Relations” on 20 December 2025 at Suravaram Prathap Reddy Telugu University, Hyderabad. The Convener of the Past Chairpersons’ Council spoke on the life and contributions of Sri N. L. Narasimha Rao.)

Narapuraju Lakshmi Narasimha Rao, popularly known as NLN, was born on 20 December 1938 to Sri Narapuraju Seetharama Rao and Smt Ranganayakamma at Chilkur village near Suryapet, in the then Nalgonda District of the Nizam’s Hyderabad State. He was the fourth child of his parents and the second among the sons in a family of ten children—five sons and five daughters.

Sri NLN completed his schooling in Suryapet and pursued his pre-university course and graduation at Nalgonda. In the early phase of his career, he served briefly as a teacher at Pamulapahad near Suryapet.

He married Smt N. Radha at a young age and moved to Hyderabad in 1956. The city thereafter became his lifelong home and workplace. After a short stint in teaching, he joined the Directorate of Field Publicity (DFP) under the Ministry of Information & Broadcasting, Government of India. DFP was a premier government media unit responsible for disseminating development communication through folk media, films, exhibitions and grassroots outreach, particularly in rural India. (DFP has since been integrated into the Central Bureau of Communication.)

Sri NLN pursued a Postgraduate Diploma in Public Relations from Bharatiya Vidya Bhavan, where he came under the influence of Dr C V Narasimha Reddi. This association drew him into the fold of the Public Relations Society of India in the early 1980s and proved decisive in shaping his lifelong commitment to PRSI.

Sri NLN and Smt Radha were blessed with five children—three daughters and two sons:

• Smt M. Indumathi, homemaker
• Sri N. Shyama Sundar Rao, Osmania General Hospital
• Smt K. Yamuna, homemaker
• Sri N. Ravi Kumar, Osmania Medical College
• Smt C. Vasantha Lakshmi, homemaker

All members of the family are settled and living in Hyderabad.

Sri NLN retired as Administrative Officer from the Directorate of Field Publicity. During his central government service, he was on deputation as Public Relations Officer to the Hyderabad Urban Development Authority and the Andhra Pradesh Fisheries Corporation. After his retirement in 1996, he joined GDC Advertising Pvt. Ltd., where he served as Director in charge of business operations.

Sri NLN passed away on 4 August 2019 following a cardiac arrest. His wife, Smt Radha, predeceased him on 21 September 2017 after battling lung cancer.

Incidentally, Sri NLN was the brother-in-law of Sri Chakkilam Srinivasa Rao, popularly known as “Sardar,” a prominent political leader of Telangana who served multiple terms as a Member of the Legislative Assembly and once as a Member of Parliament in the Lok Sabha.

Leadership

Sri N. L. Narasimha Rao was a towering personality in the organisational history of the Public Relations Society of India, particularly the Hyderabad Chapter, which he nurtured and strengthened with unmatched dedication.

He served as Chairman of the Hyderabad Chapter for five terms—1992–1994, 1995–1997, 2002–2004, 2010–2012 and 2012–2014. In all, he led the Chapter for a cumulative period of ten years, during which he played a pivotal role in institution-building, leadership development and professional networking. He also served as National Vice President of PRSI, in charge of the Southern States—a position I had the privilege of succeeding him in.

A meticulous organiser and a leader par excellence, Sri NLN drew extensively from his experience in the Directorate of Field Publicity to organise twelve Andhra Pradesh Public Relations Conferences between 1980 and 2013, including five conferences during his own tenure as Chairman. His efforts significantly enhanced the stature, reach and visibility of the Hyderabad Chapter in the undivided State of Andhra Pradesh.

Following the bifurcation of the State, the tradition he institutionalised has continued. The first Telangana State PR Conference was organised under the chairmanship of Dr J. Chennaiah, followed by the second and third conferences under Dr P. Venugopal Reddy. The present Chairman, Dr Kambhampati Yadagiri, is now contemplating the organisation of the 4th Telangana Public Relations Conference on 21 April next year.

Legacy

While Dr C. V. Narasimha Reddi made seminal contributions to the profession of public relations, Sri N. L. Narasimha Rao devoted his life to strengthening its organisational foundations. Even today, the names Narasimha Reddi and Narasimha Rao are instinctively recalled whenever public relations is discussed—not only in the Telugu States and the South, but across the country.

Sri N. L. Narasimha Rao will always be remembered as an institution builder and mentor of leaders, whose enduring contribution to PRSI continues to inspire generations of public relations practitioners. 

 PR Insights 2025: AI and Authenticity

Y. Babji

The year 2025 marked a defining phase for the public relations profession. Rapid technological change, evolving audience expectations and shifting business models compelled PR professionals to rethink how they create value, build trust and influence policy and perception i.e. setting the tone for the years ahead.

This write-up presents a roundup and review of PR in 2025, along with their implications for practitioners. It also offers relevant insights that highlight the profession’s growing strategic importance. From artificial intelligence to authenticity-driven storytelling, Public Relations in 2025 was no longer about visibility alone; it was about credibility, strategy and impact.

AI and the future of PR

Public relations in 2025 was fundamentally reshaped by artificial intelligence. Global discussions, including those at platforms such as the Cannes PR 2030 Insights Forum, underscored how AI is redefining PR strategy, creativity and analytics for the coming decade.

AI became embedded across PR workflows, helping professionals anticipate issues, analyse sentiment in real time and personalize messaging at scale. According to global industry estimates, "over 65% of PR agencies worldwide used AI-driven tools for media monitoring, research and content optimization. Significantly, AI enabled PR to move closer to the C-suite by providing predictive insights rather than merely post-campaign analysis."

AI as a driver of innovation

In 2025, AI did not replace communicators; instead, it augmented professional capabilities. PR professionals increasingly relied on AI for drafting content, identifying media opportunities, tracking narratives and measuring outcomes.

Industry surveys indicated that nearly "70% of communication leaders felt AI improved efficiency, allowing teams to focus more on strategy, creativity and stakeholder engagement." However, there was clear consensus that judgement, ethics and relationship-building cannot be automated. The most successful practitioners were those who effectively combined human insight with machine intelligence.

Media Relations

Despite digital disruption, media relations remained a cornerstone of public relations in 2025. The Media Relations Awards highlighted campaigns that demonstrated strong journalist relationships, credible storytelling and relevance to public interest.

Studies continued to show that earned media enjoys nearly three times more trust than paid advertising. In an era marked by misinformation and content saturation, credible media engagement reinforced PR’s role as a guardian of truth and public trust.

Excellence and professional standards

Awards such as the PR Daily Awards 2025 and similar global recognitions showcased organisations and professionals who demonstrated creativity, ethical practice and measurable outcomes. These platforms reinforced the importance of benchmarks, peer recognition and professional pride.

Globally, the PR industry was valued at over USD 120 billion, with steady growth driven by reputation management, crisis communication, ESG advisory and digital strategy. This growth reflected PR’s expanding mandate, from publicity to reputation, governance and stakeholder trust.

In our country, recognitions such as the PRSI National Awards, PRCI Corporate Collateral Awards, PRCAI Premier Awards and the CVNPR Foundation’s Best PR Manager Award highlighted the dynamism and maturity of the PR profession.

Rise of narrative-driven PR Firms

One of the most visible shifts in 2025 was the evolution of PR firms into full-service communication partners. Leading agencies expanded into integrated services including public affairs, digital strategy, internal communication, ESG advisory and leadership positioning.

Clients increasingly expected PR to support business objectives, policy engagement and social impact, rather than focusing solely on media coverage. Research suggested that over "60% of corporate communication budgets were influenced by reputation and stakeholder considerations, underscoring PR’s growing strategic value."

New business models

A striking trend in 2025 was the emergence of PR–venture capital hybrid models. Some agencies launched venture arms or took equity stakes in client organisations, signaling a deeper and more long-term partnership approach.

This shift reflected growing confidence in PR’s ability to create sustained value, not merely short-term visibility. In an uncertain economic environment, such models also pointed to innovation in revenue streams and sustainable growth.

Authenticity and strategic influence

Authenticity emerged as the defining currency of communication in 2025. Stakeholders increasingly demanded transparency, purpose and consistency between words and actions. PR professionals responded by focusing on authentic storytelling aligned with organisational values.

Brands that communicated authentically were shown to enjoy higher levels of trust and stronger stakeholder loyalty, reinforcing PR’s role as a strategic advisor rather than a tactical messaging function.

Human–AI collaboration

The future of PR clearly lay in human creativity guided by data and AI insights. While AI supported prediction, personalization and analytics, strategic thinking, ethical judgement and empathy remained human-led.

In 2025, the most effective communicators were those who understood technology while remaining firmly grounded in the core values of the profession i.e. truth, responsibility and public interest.

India events

Professional engagement in India remained strong throughout 2025. At PRSI’s 47th All India Public Relations Conference held in Dehradun in December, practitioners discussed PR’s role in national initiatives such as Viksit Bharat @ 2047, digital transformation and media evolution.

Similarly, at PRCI’s 19th Global Communication Conclave in Goa in September 2025, corporate communicators deliberated on the evolving dimensions of public relations and strategic communication.

These platforms reaffirmed PR’s contribution to nation-building, governance communication and social cohesion, particularly in a diverse and democratic society like India.

Role of literature

Several key academic journals such as 'Communicator' by IIMC and the 'Journal of Public Relations and Advertising' by MCNUJC alongside 'Public Relations Voice', an exclusive public relations journal published by the CVNPR Foundation and numerous research papers published in broader communication journals, have significantly contributed to the growth of the PR and corporate communication profession. These publications have played a vital role in bridging theory and practice, analysing emerging trends such as digital communication and CSR and documenting studies and articles rooted in the Indian socio-cultural and professional context.

Emerging research and professional studies

The profession also became increasingly research-driven in 2025. Surveys such as the PR Agency Insights Survey (India Edition) highlighted trends in AI adoption, career aspirations and workplace transformation. This growing emphasis on data and research signaled PR’s transition from intuition-led practice to evidence-based strategic communication.

Optimism amid disruption

Despite rapid change, optimism prevailed. A global study by the USC Annenberg Center for Public Relations found that most communicators remained confident about the future of the profession, even amid political polarization, media fragmentation, hybrid work models and technological disruption. This optimism reflected PR’s adaptability and enduring relevance.

Practitioner tips

1. AI is a tool, not a replacement. Strategic thinking and ethics remain central to PR.
2. Authenticity is non-negotiable. Trust is built through transparency and consistency.
3. Measurement and accountability matter. Demonstrating impact is essential for credibility.
4. New business models are emerging. Innovation defines competitive advantage.
5. The profession is growing stronger. PR’s influence on business, policy and society continues to expand.

Conclusion

Public Relations in 2025 stood at a powerful intersection of technology and transformation. As the profession evolves, its core mission remains unchanged to bridge people and policy; organisations and society and communication with conscience.

For practitioners, especially young professionals and students, this is a time not merely to adapt, but to lead with integrity and innovation. 

How IndiGo’s December 2025 Crisis Unfolded — Operational and Corporate Communications Failures, and What Should Have Been Done - A Case Study

 

Javvadi Lakshmana Rao 

Senior Journalist & PR Consultant

Founder and Editor-in-Chief of The Coastal Times News Portal

Abstract

In December 2025 IndiGo — India’s largest carrier — suffered mass flight cancellations after new pilot duty/rest rules came into force and the airline miscalculated crew requirements. The operational failure cascaded into a reputational and governance crisis amplified by weak corporate communications.

This paper reconstructs the timeline, identifies where corporate communications (CorpComms) failed, and proposes a research-grounded crisis communications framework and operational governance measures that could have limited damage. Key recommendations include early transparent disclosure, centralized incident command, empathetic passenger-facing messaging, frontline support and training, regulator liaison protocols, and measurable recovery metrics.

Introduction and research question

This study explores three core issues surrounding the disruptions at IndiGo in December 2025. It looks at the operational lapses that led to the breakdown in scheduled services, including staffing gaps, planning failures and system-level weaknesses. It then reviews how the airline’s corporate communications team responded, identifying where messaging, transparency and stakeholder engagement did not meet the expectations of passengers, regulators and the public.

Finally, it considers what immediate steps could have reduced confusion and anger in the early days of the crisis, and what medium-term governance and communication reforms would have helped protect the airline from further operational, legal and reputational damage.

To build this analysis, the study draws on reports from major news outlets, actions and observations issued by aviation regulators, commentary from industry specialists and accepted principles of crisis communication. By bringing these elements together, the study aims to present recommendations that are practical, evidence based and relevant for strengthening IndiGo’s resilience and public trust in future disruptions.

Brief background and timeline (compact)

New national pilot duty and rest regulations came into force on November 1, 2025, under the Directorate General of Civil Aviation’s revised Flight Duty Time Limitations. The rules tightened limits on how long pilots could be on duty and increased mandatory rest periods. All airlines were expected to adjust their rosters and crew planning well in advance to stay compliant.

By early to mid-December, IndiGo began cancelling large numbers of flights when its internal scheduling systems failed to absorb the new requirements. Within days, cancellations climbed into the low thousands, affecting routes across the country. As the scale of the disruption became clear, the DGCA stepped in, deploying teams to the airline’s operations centers and placing the carrier under heightened supervision. The government also directed IndiGo to temporarily cut its schedule to match available crew resources.

Under the regulator’s intervention plan, IndiGo was required to submit daily reports on crew availability, flight operations, refunds and on-time performance. DGCA personnel monitored how flights were being assigned, how passengers were being accommodated and whether the airline was meeting its obligations under civil aviation rules.

For the public, the fallout was immediate. Airports saw long queues, stranded passengers and confrontations at service counters. Frontline staff reported incidents of verbal and physical aggression as travelers demanded answers and refunds. Several legal challenges and public interest litigations followed, with courts and media outlets questioning the airline’s transparency and the adequacy of its governance practices during the crisis.

Where operations failed

The breakdown stemmed from several operational shortcomings that compounded each other. First, pilot headcount and rostering assumptions for the winter schedule were off the mark, which meant the airline went into a high-demand season without a realistic view of how many crew members were actually available. The planning process also left too little room for unplanned leave, so the system had almost no flexibility when disruptions arose.

There were also gaps in the technology and rostering tools, which slowed down decision-making and made it harder to reassign crew or adjust schedules quickly. On top of this, the organisation did not fully anticipate how much the new rest-rule requirements would reduce usable pilot hours. The scale of this compliance impact only became clear once operations were already under pressure.

All of these issues fed into each other, creating a chain reaction. What began as isolated roster shortages soon escalated into widespread cancellations, mounting delays, and a backlog that the team struggled to clear. 

Where corporate communications failed — specific deficiencies

Late public acknowledgement and poor timing of messaging

The airline waited too long to publicly recognise that the disruption was systemic rather than a series of isolated incidents. This delay shaped the early narrative in the media and in court discussions, which noted that the airline appeared reactive and on the back foot. A timelier acknowledgement would have shown that leadership understood the scale of the issue and had taken ownership. Early disclosure also would have created space to outline corrective steps before speculation took hold. 

Inconsistent or incoherent explanations

The first round of statements blended technical constraints, regulatory changes, and operational challenges without a clear through-line. At times the airline pointed to external factors, such as new rest rules, without explaining what internal planning or mitigation had been done. This left the impression that the organisation was deflecting rather than explaining. The lack of a simple and stable narrative made it harder for customers, regulators, and media to trust later updates. 

Lack of empathy and customer-centred information

Most early communication leaned heavily on corporate and technical reasoning. What customers needed, however, was immediate clarity about refunds, rebooking options, accommodations, and how to navigate the disruption. Because these details were thin or inconsistent, passengers felt abandoned. Coverage highlighted long queues, confused travellers, and overwhelmed ground staff, all of which reinforced a perception that the airline did not recognise or address the human impact of the crisis. 

Frontline staff were unsupported and under informed

Gate agents, call centre teams, and ground crews did not receive clear talking points, decision rights, or practical guidelines on handling disrupted passengers. As a result, staff were left to improvise in high-stress situations and often could not give customers definitive answers. This added to visible chaos at airports and deepened frustration on both sides. The absence of coordinated support for frontline teams became one of the most damaging aspects of the public response. 

Regulator relations and transparency gaps

The regulator eventually deployed its own staff to airports, which signaled that it lacked confidence in the quality and completeness of the airline’s voluntary disclosures. More structured and frequent updates, along with proactive briefings on remediation plans, could have strengthened trust and reduced the need for direct intervention. Instead, the communication pattern created a sense that the airline was not fully transparent or forthcoming. 

No integrated multi-channel communication cadence

Information went out through social media, email, airport announcements, and press briefings, but the timing and content were not aligned. Updates were sporadic, FAQs changed without clear notice, and customers often found contradictory information across channels. This inconsistency created unnecessary noise and fuelled rumours, making recovery even harder. A predictable communication rhythm, supported by a single source of truth, would have provided stability and reduced confusion. 

Why those failures compounded the crisis — theoretical framing 

Apply three lenses: 

Situational Crisis Communication Theory (SCCT)

SCCT holds that when an organisation is seen as responsible for a crisis, it must move quickly to acknowledge its role, show corrective intent, and offer remedies that meaningfully address the harm. When this does not happen, reputational loss accelerates.

In this case, the airline’s slow acceptance of responsibility, along with public statements that blended external and internal causes, placed it squarely within what SCCT classifies as a “preventable crisis.” That type of crisis calls for a highly accommodative approach, including transparent explanations, visible leadership, and customer-focused compensation. The delay in adopting that posture meant the airline missed the window where it could influence public perception most effectively. 

Legitimacy and trust erosion

Operational breakdowns are damaging on their own, but when they are paired with communication gaps, they challenge the organisation’s legitimacy in the eyes of customers, regulators, and the wider public. Trust erodes quickly when people cannot understand what went wrong or whether the organisation is being forthright. In this situation, the lack of early clarity and the appearance of fragmented messaging opened the door for outside actors to step in.

Regulatory and judicial scrutiny intensified because the public narrative suggested the airline was not in full control. Once that perception takes hold, institutions feel pressure to intervene, which further reinforces the sense that the organisation has lost credibility.  

Frontline-as-signal

Frontline employees act as the most visible indicator of whether an organisation is coping with a crisis. When staff at airports and help desks are confused, stressed, or unable to provide answers, customers interpret that as evidence of deeper organisational dysfunction. Their behaviour becomes a real-time signal to the public and to the media.

In this case, the lack of clear guidance and support for frontline teams magnified the crisis. Passengers encountered distressed or overwhelmed staff, which strengthened the impression that the airline was not managing the situation. This dynamic accelerated reputational damage because it played out in front of thousands of travelers and on social platforms where these scenes were widely shared.  

What should have been done — immediate (first 72 hours) 

A. Operational & governance actions 

1.     Activate an Incident Command System (ICS)

A formal ICS creates a single point of accountability and prevents fragmented decision-making during fast-moving operational failures. The CEO or a senior executive should serve as the incident commander, supported by dedicated cells for operations control, crew planning, legal, customer service, communications, and regulator coordination.

Each cell should have defined decision rights so that issues are escalated and resolved without delay. A structured briefing rhythm, ideally every two to four hours, keeps all teams aligned on crew availability, cancellation forecasts, passenger-handling capacity, and regulatory requirements. This system also provides a central log of decisions, which improves internal coordination and supports transparent external reporting. 

 

2.     Prioritize safety and compliance while publishing a mitigation roadmap

The first public message should reinforce that safety and regulatory compliance are non-negotiable. From there, the airline should outline the concrete steps already taken to meet rest rules and other requirements. It should also share a clear, time-bound mitigation roadmap so customers and regulators understand what happens next. This includes temporary schedule reductions to stabilise operations, short-term reallocation of crew resources, accelerated training or cross-qualification measures, and near-term recruitment actions.

By making this roadmap public, the airline demonstrates control, sets expectations, and reduces speculation. It also helps create a shared understanding that recovery will be phased and that each step is tied to operational and compliance realities. 

B. Corporate communications actions (sequence and content)

 

1.     Immediate public statement (within 2 to 4 hours)

The first statement sets the tone for the entire crisis response. It should be concise, warm in tone, and focused on facts. The airline should acknowledge the scale of the disruption, reassure customers that safety continues to guide every operational decision, and explain at a high level what is known about the causes.

This early communication should also commit to regular updates, ideally every hour, so customers know when to expect new information. Clear support channels, such as a hotline and a dedicated web portal, should be highlighted so passengers can get help without searching across multiple platforms. Avoiding technical jargon is important here. Consistent with SCCT guidance, the airline should accept responsibility where appropriate and be straightforward about what it is doing to fix the problem. 

 

2.     Dedicated customer-help hub

A centralised digital help hub gives customers a single source of truth. This page should list all affected flights, allow direct access to refund and rebooking options, and show live wait times for call centres or airport support desks. It should also explain the compensation policy in simple terms and offer travel assistance details, such as hotel or meal arrangements for stranded passengers.

To maintain credibility, the page should be updated at least once an hour. The same information should be mirrored at airport counters so frontline staff and customers see identical updates, reducing confusion and conflicting messages. 

 

3.     Daily leadership briefings

A visible leadership presence helps stabilise public perception and reassures regulators. The CEO or Chairman should deliver a daily update, presented both as a short video and a written press release. These briefings should include the number of cancellations, recovery progress, crew availability, and the next set of operational steps.

Clear timelines and straightforward explanations reduce rumour risks and limit speculation. Regular leadership communication also helps demonstrate that the situation is controlled at the highest levels of the organisation. 

 

4.     Frontline support kit

Frontline teams shape how customers experience the crisis. They need consistent scripts that explain the situation in simple language, along with clear authority on what decisions they can make, such as issuing refunds, arranging rebooking, or offering compensation within set limits. Staff welfare needs attention too, from rest rotations to food and hydration support, as these teams face significant stress and public pressure.

Additional security and backup resources should be available whenever queues grow or tempers rise. Properly equipped and supported frontline staff can prevent scenes of chaos and help rebuild trust in the brand. 

 

5.     Regulator and stakeholder briefings

Proactive outreach helps reduce regulatory escalation. The airline should brief the DGCA and other key government stakeholders on what caused the disruption and the steps being taken to recover. Sharing operational data, inviting inspectors to review processes, and offering transparent access to mitigation plans shows cooperation and accountability.

Major corporate clients and travel partners should also receive dedicated updates to minimise commercial fallout and reassure them of continued reliability. Early engagement limits surprises and strengthens the perception that the airline is managing the crisis responsibly. 

Medium- and long-term corrective actions (policy and PR) 

1.     Root-cause investigation with third-party experts

An independent review signals seriousness and helps rebuild trust. The investigation should cover operational planning, rostering systems, workforce policies, and compliance processes. External experts can benchmark the airline against industry standards and identify structural weaknesses that internal teams may overlook. 

Once complete, the airline should publish an executive summary outlining what went wrong, why it happened, and how each issue will be fixed. A clear remediation plan with timelines and ownership not only restores credibility but also reassures regulators and customers that lessons are being applied. 

 

2.     Strengthen crew-planning governance

Crew planning needs more robust guardrails to prevent a repeat of the breakdown. This includes using scenario-based models to ensure capacity buffers for illness, unexpected leave, and regulatory changes.

Real-time visibility across all rostering and scheduling tools should allow managers to spot shortages early and take corrective action before they escalate. Regular stress-tests, especially when new rules or seasonal demands arise, will help the organisation understand its vulnerabilities and adjust staffing accordingly.

 

3.     Crisis playbook refresh

The crisis management playbook should be updated to reflect what was learned. It needs clear service-level expectations for public updates, including timelines for initial statements and follow-up disclosures. Frontline scripts should be standardized so staff across airports and call centres deliver consistent messages.

Notification thresholds for regulators must be codified so early communication becomes routine rather than reactive. A standing incident-command rota ensures the organisation can activate a coordinated response at any time without scrambling to assign roles.

 

4.     Customer restitution program

A structured restitution program shows accountability and helps restore goodwill. This includes a transparent compensation policy that customers can understand without legal interpretation, along with fast-tracked refunds and simple rebooking processes.

Goodwill gestures such as vouchers or fee waivers can help soften the long-term impact, especially if they are easy to redeem. The airline should track uptake and redemption rates to measure how well the program is working and adjust it if gaps appear. 

 

5.     Reputation repair campaign

Once operations stabilise, the airline should run a data-driven campaign to demonstrate real improvements. This might include publishing punctuality and completion metrics, sharing third-party audit results, and highlighting customer testimonials that reflect better experiences.

A follow-up audit after three to six months provides independent validation and shows that the airline is monitoring progress, not just promising change. Transparency over this period helps shift the narrative from crisis to recovery. 

 

6.     Staff training and welfare

The crisis placed heavy pressure on frontline and operations staff, so recovery should include structured debriefs to capture lessons and improve processes. Training in resilience, conflict handling, and crisis communication will prepare teams for future disruptions.

Welfare measures should also be strengthened, offering resources for mental health, recovery time, and personal safety. Supporting staff in this way improves morale and ensures the workforce is better equipped to handle high-stress situations in the future. 

 

Metrics and evaluative framework (for inclusion in dissertation empirical chapter) 

To understand whether the recommendations are delivering results, the airline should track a set of metrics across operations, customer experience, reputation, regulatory relations, and employee wellbeing. These indicators provide both early warning signals and long-term insight into whether systemic improvements are taking hold. 

Operational metrics

Monitor weekly cancellations, on-time performance, and variance in crew utilisation. Fewer cancellations and more consistent on-time performance indicate that scheduling, rostering, and buffer planning are stabilising. Crew-utilisation variance shows whether the organisation is running with sustainable staffing levels or still relying on last-minute stretches and workarounds. 

Customer metrics

Refund and rebooking turnaround times should drop as customer-help processes improve. Tracking changes in the Net Promoter Score helps identify whether trust is returning. Complaint volumes, both formal and informal, offer a real-time view of customer pain points. Together, these indicators show whether passengers feel the airline is becoming more reliable and responsive. 

Reputational metrics

Sentiment analysis across news coverage and social platforms can reveal whether public perception is improving. Share-of-voice data helps the airline understand how much of the conversation it controls versus how much is being driven by external actors. Positive movement here suggests that messaging, transparency, and operational improvements are resonating.  

Regulatory metrics

A reduction in interventions, audits, or corrective directives from regulators signals that the airline is again viewed as compliant and stable. Regular reporting to the regulator should show progress, but the real test is whether oversight intensity decreases over time. 

Employee metrics

Frontline attrition and engagement scores provide insight into organisational health. Lower turnover and higher engagement imply that staff feel better supported, better informed, and more capable of handling disruptions. This directly affects service quality and customer experience.  

A difference-in-differences analysis can strengthen the evaluation by comparing performance before the crisis and after the recommendations are implemented. Using other carriers as a control group, where appropriate, helps isolate the effect of the interventions from broader industry trends such as seasonality or regulatory changes. This creates a more rigorous understanding of whether the airline’s actions are producing meaningful and measurable improvements.  

Practical communication templates (examples for the dissertation appendix)

(Short example — to be expanded and empirically tested in the methods section.)

Immediate public holding statement (example):

“We apologize to customers affected by extensive flight disruptions. Safety and regulatory compliance remain our top priority. A combination of new regulator duty/rest rules and unexpected rostering shortfalls has affected our winter schedule. We are operating an incident command to restore schedule reliability, working with the regulator, and will publish hourly updates at [link]. For immediate assistance please visit our customer hub or call [hotline].” 

Frontline script excerpt (example):

“I'm sorry for the inconvenience. Let me rebook you on the next available flight or arrange a full refund right now. If you need accommodation, please hold while I escalate to our assistance team.”