Tata Group

1. The Tata Group has been transformed from a risk-averse, slow-moving giant into a more dynamic and aggressive conglomerate. How much of such a transformation can be attributed to one individual? Discuss the role of the leader in initiating and managing change.

“One hundred years from now, I expect the Tatas to be much bigger than it is now. More importantly, I hope the Group comes to be regarded as being the best in India. Best in the manner in which we operate, best in the products we deliver and best in our value systems and ethics” said Ratan Tata (Nadkarni, & Branzei, 2008). Ratan Tata showed his leadership to transformed the Tata Group from a risk-averse, slow-moving giant into a more dynamic and aggressive conglomerate. He did most of the work to pursue his primary goals in the business by himself. He is a good leader with vision that has ethics, integrity, fairness, social consciousness and social concerns. He began to change the culture of the company, removed a lot of top managers, and exits some businesses which was turned the business transform into a reality. He also highly educated from Harvard Business School. He enforced a mandatory retirement age policy and also brought in fresh talent to replace the seniors who were challenging the core functions of the group and hinder growth. His first major change is replaced the senior managers with young fresh talent people to bring innovation to the business. Moreover, he created members who represented the boards of the companies. He was not afraid of change, instead he brought in greater integration between the Tata Group. As Deresky (2011) explained that “While India had embraced liberalization in 1991 and the business environment had been undergoing significant changes, Ratan Tata felt that Tata Group remained stuck in the pre-liberalization era. So he decided to shake things up”(p. 422). His leadership style is encourage managers to be more open with their ideas and allowed them to have the...