As part of a job interview, I was tasked with a 48hr case study challenge on Tata, a $125B conglomerate of which I knew little about. You have 5 pages to present your case, and 1 page to present the scenario.
The prompt: the CEO of Tata wants change, but other members of his executive team are not on board with the idea. Create a realistic scenario as to why Tata's CEO wants change, propose solutions and bold ideas for change, and convince the other executives to implement the changes. Balance logic and emotion, focus on insights, visualize the system.
This document brings together a set
of latest data points and publicly
available information relevant for
Financial Services Industry. We are
very excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
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Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
This survey explores CEO and business owner opinions of departments within their organization; specifically evaluating, Customer Service/Sales, Operations, Marketing/Communications, Research and Development, Human Resources, IT, Finance, and Legal.
This document brings together a set
of latest data points and publicly
available information relevant for
Financial Services Industry. We are
very excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
This document brings together a set
of latest data points and publicly
available information relevant for
Financial Services Industry. We are
very excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
This survey explores CEO and business owner opinions of departments within their organization; specifically evaluating, Customer Service/Sales, Operations, Marketing/Communications, Research and Development, Human Resources, IT, Finance, and Legal.
This document brings together a set
of latest data points and publicly
available information relevant for
Financial Services Industry. We are
very excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
With advancing technologies, many organizations are focused more than ever on recruiting—particularly for skills they
need to succeed, such as expertise in data science, cybersecurity and artificial intelligence. These hard-to-find and
hard-to-hire skills—like so many other skilled professions—cost a lot to recruit. With labor pools shrinking, retaining
talent at every level is critical. Recruiting is more expensive than retention, which can be optimized via training or
creating a culture of constant learning. Choosing recruitment over retention also has a negative effect on employees,
who are left to wonder why their work seems to have less value than that of a new employee.
In this environment, it becomes clear that value lies in the engagement of employees—making sure they are actively
contributing to the company while learning new skills and advancing their own careers. But how to measure something
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Companies of all sizes (SMB to large ones) are finding the current economic environment challenging. Business growth is slow or almost stagnated, new customer gains are far and few, customer spend has become very unpredictable and hence managing capacities is posing a big challenges. Browne & Mohan consultants based on their experience of guiding companies have compiled strategies that can be adopted to successfully maneuver the low tides. We suggest product or service offering changes, organizational changes, employee engagement changes, partner and ecosystem changes, sales and marketing structure changes that are appropriate to most companies.
To honor and acknowledge the contributions of the IT leaders, we bring you have this special edition - “The 10 Best Performing IT Leaders to Watch in 2019”. In this publication, we have encompassed a few of the exceptional players who have mastered the leadership skills and are the torchbearers in expanding IT-enabled solutions in India.
Since 1999, The Conference Board CEO Challenge® survey has asked CEOs across the globe to identify the most critical issues they face and their strategies to meet them. Since 2017, the C-Suite Challenge has expanded the survey pool beyond CEOs to the entire C-suite. This year’s survey, conducted between September and October 2019, asked 1,520 C-suite executives, including 740 CEOs across the globe, for their views on the external and internal stress points they face, the need and will to collaborate with nontraditional partners to drive future growth, and the impact that cyber risk and more sophisticated attitudes toward data privacy will have on their organizations in a digitally transformed business environment. This first report focuses on the hot-button issues, external and internal to firms, as seen by CEO and other C-suite executives.
Discover what really works to drive new business development based on key findings from an FMI survey of contractor CEOs. During this session, Mr. Daum will share why the same old sales tactics no longer work leading to a shift in the typical business development approach. He will share the most successful strategies with measurable results and how to instill a companywide business development culture to drive new opportunities. The future of your company depends on the strategy you put in place today.
Speaker: Chris Daum, President and CEO, FMI Corporation
The latest survey that measures the succession readiness as well as the important areas that impact the growth, performance, governance and transition of Australian family businesses.
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To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
With advancing technologies, many organizations are focused more than ever on recruiting—particularly for skills they
need to succeed, such as expertise in data science, cybersecurity and artificial intelligence. These hard-to-find and
hard-to-hire skills—like so many other skilled professions—cost a lot to recruit. With labor pools shrinking, retaining
talent at every level is critical. Recruiting is more expensive than retention, which can be optimized via training or
creating a culture of constant learning. Choosing recruitment over retention also has a negative effect on employees,
who are left to wonder why their work seems to have less value than that of a new employee.
In this environment, it becomes clear that value lies in the engagement of employees—making sure they are actively
contributing to the company while learning new skills and advancing their own careers. But how to measure something
as intangible as engagement?
Trade Associations: Make Your Members HappyDel Aitchison
Trade Associations sometimes struggle. Are we adding enough value for our members? How can we attract younger members (millennials)? What sources of non-dues revenue can we tap into to keep our association financially strong? Can we help our members more? This book will show you 5 ways you can make your members happy. It will also introduce you to a new tool that you can provide to your members at absolutely no charge to you that will save them time and money, and definitely make them happier.
Companies of all sizes (SMB to large ones) are finding the current economic environment challenging. Business growth is slow or almost stagnated, new customer gains are far and few, customer spend has become very unpredictable and hence managing capacities is posing a big challenges. Browne & Mohan consultants based on their experience of guiding companies have compiled strategies that can be adopted to successfully maneuver the low tides. We suggest product or service offering changes, organizational changes, employee engagement changes, partner and ecosystem changes, sales and marketing structure changes that are appropriate to most companies.
To honor and acknowledge the contributions of the IT leaders, we bring you have this special edition - “The 10 Best Performing IT Leaders to Watch in 2019”. In this publication, we have encompassed a few of the exceptional players who have mastered the leadership skills and are the torchbearers in expanding IT-enabled solutions in India.
Since 1999, The Conference Board CEO Challenge® survey has asked CEOs across the globe to identify the most critical issues they face and their strategies to meet them. Since 2017, the C-Suite Challenge has expanded the survey pool beyond CEOs to the entire C-suite. This year’s survey, conducted between September and October 2019, asked 1,520 C-suite executives, including 740 CEOs across the globe, for their views on the external and internal stress points they face, the need and will to collaborate with nontraditional partners to drive future growth, and the impact that cyber risk and more sophisticated attitudes toward data privacy will have on their organizations in a digitally transformed business environment. This first report focuses on the hot-button issues, external and internal to firms, as seen by CEO and other C-suite executives.
Discover what really works to drive new business development based on key findings from an FMI survey of contractor CEOs. During this session, Mr. Daum will share why the same old sales tactics no longer work leading to a shift in the typical business development approach. He will share the most successful strategies with measurable results and how to instill a companywide business development culture to drive new opportunities. The future of your company depends on the strategy you put in place today.
Speaker: Chris Daum, President and CEO, FMI Corporation
The latest survey that measures the succession readiness as well as the important areas that impact the growth, performance, governance and transition of Australian family businesses.
The CMO Survey—a biannual survey, conducted since 2008 by Duke University’s Fuqua School of Business marketing professor Christine Moorman—measures how marketing leaders navigate this brave new world. Here are the Top 5 Takeaways from the recent survey from Deloitte, a survey collaborator.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
Craig Parietti & Partners, offers strategic / financial / marketing consulting in consumer facing technology, especially to VR, AR and mobile marketing companies. We partner with your Product, Sales, Marketing and Finance leaders to drive the right strategy, KPIs, competitive insights, business model, funding, and analytics. In these rapidly changing markets, we keep you one step ahead, taking the appropriate risks to win.
This document brings together a set
of latest data points and publicly
available information relevant for
Platforms & Applications Industry.
We are very excited to share this
content and believe that readers will
benefit from this periodic publication
immensely.
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The Total Economic Impact of Marketo EngageMarketo
In this webinar, you'll hear from a top marketing analyst on how the world of marketing is changing and why investment is crucial. Next, we’ll share the results of a recent ROI study commissioned by Adobe and conducted by Forrester Consulting, an independent research firm. This study quantifies the value of Marketo Engage, based on interviews with real customers. Finally, you'll hear from a Marketo Engage customer to hear her personal story of driving martech investments, transformation and value at her company.
This document brings together a set
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We are very excited to share this
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1. SYPartners Strategy Assignment June 2015
Unity: We must work cohesively with our
colleagues across the group and with our
customers and partners around the world,
building strong relationships based on
tolerance, understanding and mutual
cooperation. – Tata Group, Core Values
2. 2
Your salt-to-software company has become the leader in India and is
scaling up to become a global player, rather than an Indian company
with a global presence. Your hard work and investments in
innovation, operational excellence, and corporate social
responsibility are paying off. If you can overcome the numerous
challenges ahead, your poised to achieve growth by 2020.
The Situation
Acquisitions and Partnerships
Amidst some doubts from outsiders, the acquisition
and partnership strategy has proven fruitful.
• JLR Earnings Hit $4B, up 4.5%
• Tata Starbucks JV is flourishing
TBEM Improves Operations
The Total Business Excellence Model has improved
operations across the board, not just in
manufacturing. Sharing executives as assessors has
lead to unexpected benefits too.
• Steel Europe Shares Safety Across Group
34th Best Brand
Growing numbers of verticals, headlines for
innovation, and increasing community trust have
boosted the Tata brand to an all-time high.
• Brand Value Rises 11% to $21B
Massive Growth Plans
Group executives are optimistic and have created
bold growth plans by 2020. Tata Chemicals being one
of the most ambitious with plans of 40% / yr.
• Tata Chemicals Projects Rs 12-50B in 5yrs
Growing organizations in any field must constantly
evolve, accept or even seek new ideas, new visions,
and new enthusiasms. – Jamsetji Tata
AN INSIDER’S PERSPECTIVE
3. 3
TURMOIL AND OPPORTUNITY
The Setting
One has to be ready for every kind of situation.
- TV Narendran, Tata Steel
9 Billion
by 2020
New Executives
India is in a very dynamic setting with an unstable currency, a consumer
revolution, and a new government calling for bold policies but lacking
executionary prowess. This provides your Group with multiple challenges
to overcome, and a few opportunities to exploit.
$100 B in Spending
In Next Few Years
If Tata Group as individual companies and as the
collective doesn’t pursue new ways to to overcome
these threats and exploit new opportunities quickly,
future existence can be seen as questionable. This is
something Vinayak Deshpande (MD of Tata Projects)
knows all too well.
Aside from an uncertain setting and competitive threats,
internal problems, such as ore mines shutting down for a
month at the end of ’14, and decreasing profits, or even net
losses, across most core companies in the last fiscal quarter
are reasons for deep concern. Additionally, many of Tata
Group’s core companies have new executives, a handful of
which are in this very room.
Outside Investments
of 100% Made Legal
Supreme Court Rulings
Hold Business Back
In the midst of global population growth and currency dips like the
one in ‘14, your group is still driving to become a global player. This is
a risky play considering that larger, global competitors are starting
to view you as a threat. As many of you have mentioned in
interviews, their global scale is a force to be reckoned with.
Although agility, innovation, and TBEM might have propelled you
through the downturn, you’re still not out of the woods yet.
“Had we not moved quickly… we would not have
survived the slowdown.” - Deshpande
4. 4
WE ARE TATA
It is time to leverage and promote the Tata
brand across the entire group. Everyone
needs to feel a part of the Tata family,
including end-users and partners. Titan, Taj
Group, etc need to participate too.
Marketing Campaign
• Highlight history, CSR, and innovation
• #WEARETATA social push
• Inspiration from “I’m a PC”
Brand Cohesiveness
• Tag Products & Commercials with Logo
• Inspiration from Unilever Flag
Expected Results
• Increased Brand Recognition
• Rise in Public Trust & Goodwill
• B2B + B2C Sales to Ethical & Innovative
• Increasing Sales to Employees
The Solution
P1 / MARKETING CAMPAIGN
5. Cross-Sales
5
The Solution
You need to increase inter-group
communication, cooperation, and sales to
mitigate risks and achieve your growth goals by
2020. Many of you have stated value-added
services are crucial, and cross-selling +
cooperation enables you to provide a more
complete solution.
Create Process
• Establish Key People Under M. Kannan
• Make Cross-Sales Groups in SugarCRM
Share & Encourage
• Tap Interactive Systems for Edu Software
• Add to TBEM Analysis & Create Award
• Financial Incentives for Users & Companies
Expected Results
• Increased Emp Knowledge of Companies
• Rise in Innovation through Collaboration
• Inter & Outer-Group Sales Increase
• More Customers Mitigates Risk
Cross-Sales
P2 / COOPERATION + CROSS-SALES
Warren Harris
Tata Technologies
President
Tata is a very diversified group and we need to leverage some of the strong capabilities
that we have, such as our Strategic Mngt Group and others. ~ S Padmanabhan, TQMS
6. 6
Each of the following 22 leaders are the on the executive council
or in charge of major companies at Tata Group. I propose that
before providing solutions, we speak with them to better
understand the reasons for their optimism and concerns.
People Title Company
Mistry Chairman Tata Sons
Kannan Biz Dev / PR Tata Sons
Rajan Brand / Ethics Tata Sons
Kumar Strategy Tata Sons
H Bhat Marketing Tata Sons
Katragadda CTO Tata Sons
Jamwal Exec Director Industries (High-Tech)
Bhinge CEO Strategic Mngt Group
Padmanabhan Exec Chair Quality Mngt Services
Chandrasekaran CEO Consultancy Services
Ramakrishnan President Motors
B Bhat MD Titan Company (CPG)
Harris President Technologies
Sardana MD Power
Misra CEO Global Beverages
Mukundan MD Chemicals
Narendran MD Steel India, SE Asia
Kohler MD Steel Europe
Deshpande MD Projects
Kumar MD Communications
Singh MD Advanced Systems (Defense)
N Tata MD International (Trading)
The Meeting
SHAKE IT UP!
By telling the story of Nokia’s failure and bringing
one of their lifeless phones with me, I’m hoping to
hit close to home and create a sense of urgency.
(Nokia owned 60% of the phone market in India,
but has since failed with a cheap exit of $7B to
Windows. Similarities abound with Tata, such as
their focus on the customer and CSR.)
Causes of Nokia Failure
Diverse Product Lines Increased Mfg & Dist Costs
Focus on Lower to Middle Income & Emerging Markets
Serviced Existing Users at the Cost of Innovation
Iteration Over Innovation & Poor Execution with OS
I believe that people are best convinced by what they have said
themselves, so by asking strategic questions, we can help guide
them to the answers they seek. If agreement is reached that
change is needed, I would delve into creating a mutually agreed
upon vision and strategy to enact the appropriate changes.
People don’t enjoy being told what to do, so the trick is making
the solutions their idea, even if they don’t see them or believe
that they need them at first.
As a group, we must continue to seek opportunities for our
companies to pool resources to co-create shared value.
- Cyrus Mistry, Chairman of Tata Sons