Ratan Tata: Leading the Tata Group into the 21st century

Florentin T.

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Ratan Tata: Leading the Tata Group into the 21st century

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Lecture
Résumé
Sommaire
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Résumé du document

The TATA Group has established in 1868 by Jamsetji Nusserwanji TATA - whose father was a banker. He was helped by the path of industrialization, and then invested in quickly developing activities, such as steel, energy, textiles and hospitality. Then the history of the Group can be divided into 3 main periods : the Foundation (1868-1931), the Consolidation (1932-1989), and the Expansion (1990 - today).

At the beginning, the Group invested in economy (with more than 450 000 employees worldwide (most of whom were Indian), but also in the future, through creation of house of R&D and investments in school system (in 1892, he established the JN Tata Endowment to encourage Indian scholars to take up higher studies. It was the first of a multitude of philanthropic initiatives by the Tata Group).

Sommaire

Introduction
The Tata group has been transformed from a risk-averse, show-moving giant into a more dynamic and aggressive conglomerate. How much of such transformation can be attributed to one individual ? Discuss the role of the leader in initiating and managing change
The Tata group had a presence in a wide range of business since its early days. Later, Ratan Tata managed to streamline the Tata Group. What advantages and disadvantages did the group gain through the streaming of business? Do you think, as of 2009, the Group is still present in too many businesses?
The Tata grouphas acquired many companies in the last few years. Critically discuss the benefits and the risk associated with Ratan Tata's growth-throughacquisition strategy, especially in the global market
Conclusion

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Extraits

[...] However, as with any decision, there are benefits that we have seen, but also disadvantages. According to BALMER & DINNIE (2004), there is over-emphasis on short-term financial and legal issues, at the neglect of the strategic direction of the company. Among these, we can mention the lack of consideration of legal issues (regional, state, national, or international (eg the lack of consultation with the management teams of the acquired company to understand the ins and outs of management within the company. [...]

[...] (2003). Why large local conglomerates may not work in emerging markets. European Business Review, Vol.15(2), pp. 105-115. Business Rediff. (2009, May 25th). I think a stimulus package is necessary, yes. Bailouts, no. Retrieved from Rediff News: http://business.rediff.com/slide-show/2009/may/25/slideshow-5-lord-desai-on-recession-and-indian-politics.htm CULLEN, J. B., & PARBOTEEAH, K. P. (2008). [...]

[...] (2004). Corporate Identify and Corporate Communications : the Antidote to Merger Madness. Corporate Communication, Vol.4(4), pp. 182-197. BASU, P. K. (2007). Critical Evaluation of Growth Strategies : India and China. International Journal of Social Economics, Vol.34(9), pp. 105-115. BHATTACHARYYA, S. K., & RAHMAN, Z. [...]

[...] This therefore allowed the Group to generate higher income, without having to invest in the growth of the new entity. Clearly, the development strategy of the Group by Ratan TARA is acquisitions. Therefore international acquisitions are numerous and of varying sizes. Among the largest acquisitions or famous, we can name Tetley, VSNL, Incat International, Corus, Jaguar Land Rover for the main. Although the TATA Group tends to become a conglomerate operating globally, which could have us believe that the strategy is the strategy of globalization (which assumes that financial barriers, political, economic, cultural, tend to . [...]

[...] Large incumbents such as Tata Steel and Tata Motors, continue to take the Group to the top through innovation. (As an example, we can talk about the several patents registered by Tata Steel in the recent years, such as the reducing gas generator or the emulsion atomizer). Thus, according to the research we have 10 done, we can see that the TATA Group is in the midst of a strategic shift, during which Ratan TATA makes many changes in sales or repurchases of companies . [...]

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