Air New Zealand takes flight with AI-focused digital transformation strategy

Air New Zealand is transforming its digital infrastructure and putting artificial intelligence (AI) at the heart of its operations.

In a five-year digital transformation partnership with Tata Consultancy Services (TCS), Air New Zealand seeks to enhance its digital capabilities, improve customer experience and drive operational efficiencies across various aspects of the business including fleet management, crew scheduling and ground services.

Air New Zealand operates a global network offering air passenger and cargo services across 49 domestic and international destinations. The new partnership with TCA is part of a bold vision of becoming the world’s most digitally advanced airline, according to the announcement.

Air New Zealand integrates AI-driven automation and cloud technologies

Each year, the airline flies more than 15 million passengers on over 3,400 weekly flights. This transformation marks a significant step in Air New Zealand’s commitment to secure, innovative and technology-driven experiences for travelers worldwide, the firm stated.

“Leveraging TCS’ expertise in cutting-edge technologies will help us enhance the customer experience, streamline operations and reinforce our commitment to cyber security and data protection,” said Greg Foran, CEO of Air New Zealand.

TCS will streamline Air New Zealand’s digital services across a diverse landscape of more than 600 applications, integrating AI-driven automation and cloud technologies into critical airline functions. This will drive innovation across cargo service, disruption management, retail offerings, maintenance systems and crew operations.

“This collaboration aligns with our vision to be a digitally enabled airline of the future,” Foran added. “We began working with TCS in September 2024 and in just a few short months, we’ve seen the benefits of tapping into the depth and breadth of talent and expertise they have when it comes to digital solutions. We’re excited about the benefits this partnership will bring for our customers and the aviation industry.”

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Workforce transformation a key element of new partnership

Workforce transformation will also be a key focus of the engagement, with TCS leading large-scale upskilling programs to strengthen digital capabilities across Air New Zealand’s teams in AI, cyber security and digital engineering. 

“We are excited to partner with Air New Zealand in its journey to become a digitally advanced airline,” commented K. Krithivasan, CEO and managing director at TCS. “With our expertise in aviation, combined with our ability to drive large-scale innovation, TCS will enable Air New Zealand to set new benchmarks for efficiency, sustainability and customer engagement.”

By leveraging AI, automation and cloud technologies, TCS will enable Air New Zealand to reimagine operations, enhance passenger experiences and build a more agile and resilient airline. “This partnership reflects our commitment to helping global enterprises adapt, grow and unlock new opportunities through technology,” Krithivasan added.

Skills and talent shortages hinder business transformation

Skills and talent gaps have emerged as critical obstacles to business transformation. As organizations strive to modernize operations, adopt new technologies and enhance their customer experiences, they often find that their workforce lacks the necessary expertise to execute changes effectively.

An inability to meet evolving skills demands is slowing down progress across industries and creating new pressures for organizations and workers. 

Skills gaps were cited as the biggest barrier to business transformationIn in the World Economic Forum (WEF) Future of Jobs Report, compiling the findings of an extensive survey of more than 1,000 global employers. Almost two-thirds (63 percent) of respondents identified them as a major barrier over the 2025-2030 period.

Accordingly, 85 percent of employers surveyed plan to prioritize upskilling their workforce, with 70 percent of employers expecting to hire staff with new skills, 40 percent planning to reduce staff as their skills become less relevant and 50 percent planning to transition staff from declining to growing roles.

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