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Panel discussion on book “Dancing Elephants and Leaping Jaguars- How to Excel, Innovate and Transform your Organization the Tata Way”


January 14, 2015
BIMTECH, Greater Noida

pnel discussion BIMTECH2BIMTECH organized a panel discussion on the book “Dancing Elephants and Leaping Jaguars- How to Excel, Innovate and Transform your Organization the Tata Way” authored by Professor Sunil Mithas. Tata group has been a dominant player in steel, power, chemical, hotels, technology service etc. but the western world took notice of the group with Tata’s acquisition of Tetley Tea and Jaguar Land Rover. The book documents Tata Group’s leadership and management interventions that made the company emerge as a global force.

The panel consisted of professor Sunil Mithas, professor of Information Systems at University of Maryland’s Robert H Smith School of Business, USA; professor R J Masilamani, Strategic Managgement BIMTECH; Professor Akhil Pandey, Information Technology, BIMTECH and Professor Sunil Sangra, Strategic Management, BIMTECH.
The discussion brought out the strategic interventions by management that drove Tata’s growth. The company had been a dominant player across various sectors in India such as steel, power, hotels, technology services and consumer goods etc. In year 2000, it acquired Tetley Tea followed by Jaguar Land Rover in 2008. Today Tata group has surpassed its peers GE, Siemens and IBM in terms of growth which it was able to achieve due to its commitment to excellence. The panelists shared their insight into the factors and key initiatives by leadership that led to Tata group’s transformation such as persistence, long term focus, leadership and succession planning. Influenced by Malcolm Baldridge National Quality Award, the leaders at Tata adopted Tata Business Excellence Model (TBEM). TBEM helped companies to rediscover themselves. Successful Tata companies have long term focus emphasizing all stakeholders not just shareholders but also employees, customers, vendors, associates and regulators. Top leaders of Tata companies who were personally involved in TBEM saw much more significant growth over a period of time. These leaders were involved in day to day operations and identified passionate employees and gave them responsible positions.

Before 1994, Indian market was insulated from global competition. TBEM criteria enabled companies to develop matrix and evaluate themselves on a continuous basis taking the company through evaluation and improvement cycle. Tata culture encouraged companies to share and accept achievements and learning from other Tata companies. To encourage innovation among employees, the group started Inno Vista program that rewards employees for their ideas.

Leadership, succession planning and commitment to business excellence and innovation made Tata the global giant setting up example for organizations to recognize their potential and go forward. Tata is now recognized worldwide owing to the disciplined autonomy i.e. autonomy to companies to experiment and innovate and discipline of the TBEM criteria which is being evaluated by outsiders.

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