This case study is developed using secondary data from publicly available sources, including news articles, reports and government publications about the cancellation of the New Mexico City International Airport (NAIM). This approach is useful to understand individual, group, organisational, social, political and related phenomena involving a contemporary set of events to explore the complexity and richness of the phenomenon of study, namely, the termination of infrastructure megaprojects. While the details about Rodrigo Montes de la Vega and his role in Grupo Aeroportuario de la Ciudad de México are fictional, the scenario is inspired by real-world challenges and decision-making processes faced by leaders during the termination of large-scale infrastructure projects. By combining factual context with a fictional character, the case provides a realistic but imaginative framework for analysing leadership dilemmas, organisational resistance to change and the broader implications of political decisions on public projects.
The cancellation of the NAIM by President Andrés Manuel López Obrador represents one of the most controversial decisions in recent Mexican history. Initially conceived as a state-of-the-art infrastructure project to alleviate congestion at the existing airport, the NAIM was well underway, with billions of pesos already invested. However, upon taking office, Lopez Obrador cancelled the project, citing financial concerns, environmental issues and a public consultation that favoured an alternative plan: converting the Santa Lucía military base into a commercial airport.
Rodrigo Montes de la Vega, a young and ambitious Chair of the Board of Grupo Aeroportuario de la Ciudad de México (GACM), found himself at the centre of this controversy. As a key figure responsible for NAIM’s development, Rodrigo faced a profound dilemma. Should he support the government’s decision, preserving his career prospects but compromising his professional ethics and vision for the project? Or should he resist publicly, defending the NAIM’s merits but risking professional isolation and losing his ability to influence future decisions?
This case examines Rodrigo’s tension-filled decision-making process, offering students an opportunity to explore how leaders navigate high-stakes choices involving conflicting interests, uncertain outcomes and organisational resistance to change.
This case is designed for students and professionals in engineering, business management and public policy who are interested in project management, organisational change and leadership decision-making. The case is particularly suitable for courses focused on project governance, decision-making under uncertainty and managing stakeholder resistance. It is versatile enough to be used at various academic and professional levels, including:
Undergraduate programs: Ideal for students in engineering management or business, providing foundational insights into leadership dilemmas.
Graduate programs (master’s level): Suitable for MBA or specialised master’s courses in project management, organisational behaviour or public administration, where students can apply advanced frameworks.
Executive education: Provides professionals with a practical, real-world scenario to refine their decision-making and leadership strategies.
The case encourages multidisciplinary thinking and fosters engagement among students from diverse academic backgrounds, making it a valuable teaching tool for institutions worldwide.
