Professional Documents
Culture Documents
Consolidated Tata Review Oct 2013 PDF
Consolidated Tata Review Oct 2013 PDF
Consolidated Tata Review Oct 2013 PDF
Christabelle Norohna
Contents
VOL 51 | Issue 3
October 2013
Cover story
6
A century of
service, style
and substance
36 Titan Company:
42 Tata Interactive
Systems: where
defence is the key
Vibha Rao
Sangeeta Menon
39 Tata Consultancy
Services: Click here
for efficiency
Gayatri Kamath
the sun
Vibha Rao
Special report
In conversation
make a larger national impact. A detailed report on the efforts of the eight
studied life:
V Shankar speaks to
Sangeeta Menon
Nithin Rao
47 Overview of the skills building agenda
Business stories
33 Tata Communications:
in through the
digital door
Nithin Rao
Editor
Christabelle Noronha
Email: chris@tata.com
Assistant editor
Sujata Agrawal
Editorial team
Anjali Mathur
Cynthia Rodrigues
Gayatri Kamath
Jai Madan
Philip Chacko
Photofeature
Sangeeta Menon
Shilpa Sachdev
Shubha Madhukar
Vibha Rao
Contributors
Kiron Kasbekar
Marketing
68 Tanishq: The glam
quotient
Vibha Rao
Community
80 Tata Relief Committee:
Nithin Rao
Vibha Rao
Design
Abraham K John
Cynthia Rodrigues
Shilpa Naresh
Strategy
88 Tata Strategic
Management Group:
Production
Mukund Moghe
Edited and created by
in association with
The Information Company
Email: grouppublications@tata.com
Website: www.tata.com
contact
Tata Sons
Bombay House
Perspective
Case study
92 Tata Management
Training Centre:
74 Getting India
IPR ready
Subramaniam Vutha
A winning strategy
Rahul More
Book review
96 breakthrough story
Kiron Kasbekar
COVER STORY
A century of service,
style and substance
Indian Hotels opened its hospitable doors to the public 110 years ago.
Today its four brands Taj Hotels Resorts and Palaces, Vivanta by Taj,
The Gateway and Ginger are market leaders in India and are exploring
new frontiers in business and beyond. Cynthia Rodrigues, Gayatri
Kamath and Sujata Agrawal report on a leader and its evolution.
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COVER STORY
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l No
of hotels: 23
l No
of hotels: 40
l No
of rooms: 2,933
l No
of rooms: 5,450
l Upcoming
l Upcoming
l Average
l Average
hotels in
the next two years: 1
cost to set
up a new room:
`10 million
the Gateway (mid-scale)
hotels in
the next two years: 9
cost to set
up a new room
`8.5 million
Ginger (economy)
(economy
Ginger
l No
of hotels: 29
l No
of hotels: 28
l No
of rooms: 2,200
l No
of rooms: 2,633
l Upcoming
hotels in
the next two years: 8
l Upcoming
l Average
l Average
cost to set
up a new room
`5 million
hotels in
the next two years: 14
cost to set
up a new room
`2 million
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COVER STORY
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COVER STORY
The iconic Taj Mahal Palace in Mumbai remains the biggest revenue earner for Indian Hotels
We have been voted best workplace by a Gallup
study for four consecutive years. We extend
several initiatives and programmes to ensure
that our people are looked after.
IHCL has about 25,000 employees for its
14,000 rooms, but the number of people needed
to service one room is obviously much higher
at its luxury hotels than at a Ginger property.
The reality of the hotel industry is that personal
service delivery becomes critical in the luxury
segment and it is this segment that brings in the
serious money.
Our biggest earner is still the flagship Taj
Mahal Palace in Mumbai, says Mr Mukherjee.
In fact, the big four the Taj Mahal Palace
and the Taj Lands End in Mumbai, and the Taj
Mansingh and Taj Palace in New Delhi bring
in the lions share of the companys revenues.
That said, Vivanta by Taj, Gateway and Ginger
are faster-growing brands.
IHCLs increasing footprint has led to a
healthy top line. For the past five years, the
company has been focusing on improving its
bottom line through energy efficiency initiatives.
Mr Mukherjee explains that the drive is not
about cost cutting but reducing wastage.
Across the chain, hotels are bringing
down energy bills by turning off the lights in
empty rooms and generally being conscious
of the need to minimise power consumption.
High-value consumables such as imported food
items, butter and cheese are being scrutinised
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COVER STORY
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COVER STORY
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COVER STORY
Set in the heart of Thimpu in Bhutan, the Taj Tashi is an example of the brands unique appeal
it in different destinations and to offer packages
where the guest can stay at a Taj hotel and drive
a Jaguar or a Land Rover. We also have tieups with lifestyle luxury brands such as Louis
Vuitton and Hermes.
Is it a challenge to find the right
people to run a hotel?
Finding the right people with the right attitude
is the most important part of being in the
hospitality industry. The attitude of the person
that you hire can aid in enhancing the guest
experience. We can train people to be waiters or
chefs, but we cant train them to be nice.
If we want to maintain the culture and
spirit of the Taj, we need people who have this
genuine passion to serve guests. The Taj-ness
comes from our people. Our business does not
close at 5:30pm; we have been open 24x7, 365
days a year, since 1903 and that will never stop.
The ethos of Taj-ness is built in through our
training programmes. We have a training model
that includes hotel orientation and a module we
call building bridges, which talks about the Tata
and Taj heritage: where we come from and why
we do things the way we do them.
Being global does not mean just a physical
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COVER STORY
October 2013
COVER STORY
Family touch
It was a rainy day when Ada and
her husband checked into the Taj
Bengal along with another couple.
Hailing from Italy, the two couples
were in Kolkata to adopt children
from the Mother Teresa Missionaries
of Charity. Ada and her husband
adopted a boy and the other couple
adopted a baby girl. After three
days of visiting their children at
the centre, the couple brought the
children back to the hotel. Guest
relations managers Samarpita Nandi
and Anmol Ahluwalia helped the
new parents by providing childrens
cots, toys and chocolates. They
spent time with the couples, helping
them bridge cultural and language
gaps. When leaving the couples had
tears in their eyes as they hugged
the managers and thanked them for
the support and the special service.
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COVER STORY
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COVER STORY
Wardrobe malfunction
The Kutsak bridal party was starting
to assemble in the lobby of The
Pierre. It was almost time for the
wedding service, and one member
of the party was a little anxious
because he had lost his pocket
square. He asked Kevin, on duty at
the lobby, if the hotel had an outlet
that sold accessories because there
was no time to go out and shop for
it. Kevin, understanding the guests
predicament, headed quickly to the
uniform room, where Katalin was
on duty. Katalin cut pocket squares
from three different coloured fabrics
and pressed them so that, no matter
which one the guest chose, it would
be ready right away. The guest,
costume now complete, was very
appreciative and so were the other
members of the wedding party.
Vivanta by Taj
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COVER STORY
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COVER STORY
The Gateway
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COVER STORY
Ginger
T
Ginger is Indias only branded budget chain of hotels in India
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COVER STORY
Smart hospitality
The guests had made a mistake;
six single rooms had been booked
instead of three double rooms.
The hotel was fully booked. Yet
something had to be done because
the group of guests consisted of
three senior citizens, one lady with
an infant and another lady with two
six-year-old kids. Duty managers
Nitin and Praveen took the trouble
to convince some of the existing
residents to vacate their rooms and
move into singles so that the families
could stay together. All was well that
ended well for that large group of
young and old.
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COVER STORY
The Taj has introduced many vocational training courses that come under the hospitality canopy
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COVER STORY
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COVER STORY
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in conversation
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in conversation
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in conversation
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in conversation
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in conversation
V Shankar with his team at Rallis India receiving the JRD QV 2011 Award for business
excellence from the then Tata Sons Chairman Ratan Tata
A number of innovative initiatives are
progressing under our umbrella programme,
Rallis Kisan Kutumba (RKK). We have a
million RKK-linked farmers and our goal
is to double this number and eventually
connect directly or indirectly with more than
10 million farmers. With many of the highimpact services we offer to farmers, there
needs to be an ongoing connect.
A challenge we need to address effectively
is the necessary skill building, both in terms
of the workforce as well as information and
communication technology-led solutions.
What, in your opinion, are the
attributes of a good business
leader?
I believe that integrity is the core, both to
have and to demonstrate through action. The
ability to inspire your team with a vision for
the company is paramount, complemented
by robust communication skills. Strategising
well and the tenacity to execute successfully
will, of course, determine the success of the
enterprise.
How would you define yourself as a
person and as a professional?
By nature, I am an intense person and have a
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business
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BUSINESS
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business
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BUSINESS
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business
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BUSINESS
micro-electronics manufacturing
services. Says Satish S, business head,
electronics manufacturing services:
We have a comprehensive range of
skills in the design and fabrication
of printed circuit boards (PCBs) and
hybrid micro-electronics.
Capabilities aplenty
TTPL has enormous capabilities
in the design and fabrication of
hybrids, including chip-on-boards,
sensors, optoelectronics, power
and special projects. The unit
manufactures a wide range of subassemblies, incorporating PCBs,
fabricated metal parts, machined
metal parts and plastic mouldings.
Innovation in automation
The automation business won the Tata InnoVista award two
years ago for its novel diamond bagging automation. A unique
process, it has revolutionised diamond bagging in the jewellery
division. It was an extremely challenging project and a lot
of prototyping went into perfecting it, says R Vivekanandah,
business head, precision engineering solutions.
The automation business also recently manufactured a
high-precision assembly machine for an American company.
Many automation companies in the US refused to work
on this challenge due to its extreme complexity, yet we
manufactured it to perfection, says Mr Vivekanandah.
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business
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BUSINESS
The e-governance solutions designed by TCS have had a significant impact on the everyday lives of Indian citizens
vice president Tanmoy Chakrabarty,
who heads the unit. The TCS
philosophy is that IT is a great enabler
in addressing this challenge and good
governance is a desired outcome.
TCS set out to devise
and develop platform-neutral,
technology-neutral solutions for
government institutions at the
central, state and local body levels.
Today they have built up a successful
portfolio of solutions that make
citizen-government interactions
smoother and more transparent.
TCSs solutions are aimed at
resolving three key challenges faced
by government bodies:
Improving intra-government
efficiency (a challenge thats
commonly vocalised as
Wheres the file?).
Improving service delivery
to citizens (in other words,
ensuring they do not have
to ask questions like Which
counter do I go to next?).
Improving government
financial management (also
known as balancing the
accounts).
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Improving intra-government
efficiency implies making the actual
operation of government decisionmaking faster and more transparent.
TCS has developed a framework
called DigiGov, an IT platform that
brings in complete transformation in
the daily functioning of government
by digitising all files and operations.
There are no paper files. All
files move electronically from
office to office, thereby increasing
transparency and reducing
discretion, explains Mr Chakrabarty.
Advantages galore
The advantages of digital files are
evident: The physical stacks of paper
files that clutter government offices
become redundant. Electronic files
cannot be lost and can, if necessary,
be recreated. The work becomes
person-neutral; if staff go on leave
files can be reassigned easily. All
operations are transparent and occur
in real time.
The DigiGov platform, as it is
called, is now in use in 10 state
governments, including Maharashtra,
Andhra Pradesh, Gujarat, Bihar and
business
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BUSINESS
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business
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business
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business
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business
October 2013
special report
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special report
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special report
Taj Centre of Excellence, Lonavala (Maharashtra): Such centres will be the hubs for skills-development training
October 2013
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special report
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special report
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special report
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special report
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special report
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special report
A hospitable future
The Indian Hotels hospitality training centres offer skills-based
training to underprivileged youth, helping them find better jobs
and ensuring a brighter future for many
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special report
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special report
Tata Chemicals
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special report
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special report
Tata Motors
Driven by commitment
The skills-development initiatives at Tata Motors have translated
into business gains for the company, while also improving the
employability and income-earning capacities of beneficiaries
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special report
Tata Power
October 2013
special report
Tata Projects
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special report
Titan Company
October 2013
PHOTOFEATURE
creative High
The Titan Companys Innovation Centre, resting in splendid isolation within its
jewellery division in Hosur, is a beautifully designed space that exudes an aura
of sublime positivity. Being anything less than original and innovative seems
impossible in such an environment.
The centre has been likened to a temple where great ideas can blossom. It is a
symbol of the remarkable success Titan has achieved in the watch industry,
with branded jewellery, in eyewear and a variety of fashion accessories, and as a
pioneering retailer since it was established in 1984. Innovation has been the
reason for and the essence of Titans flourishing, and the centre reflects that ideal.
Text by Vibha Rao; photographs by BN Ramesh
October 2013
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PHOTOFEATURE
Inaugurated in November 2012 by Group Chairman Cyrus Mistry, the Titan Innovation Centre is a natural extension of the
companys deep-rooted culture of innovation. It aims to inspire and excite, to enable and engage, and to facilitate learning
with a focus on results. The centre has two halls built in a standout tree-house style of architecture. Designed by the
projects team at Titan, the tree-house idea was zeroed in on after more than 10 different concepts were evaluated.
PHOTOFEATURE
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PHOTOFEATURE
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PHOTOFEATURE
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Marketing
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MARKETING
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Marketing
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PERSPECTIVE
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PERSPECTIVE
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PERSPECTIVE
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PERSPECTIVE
Getting India
IPR ready
As India grapples with the challenges of rolling out a national
strategy on intellectual property rights, Subramaniam Vutha
explains why the countrys technologists and managers should
ponder the potentially crucial role they have to play here
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PERSPECTIVE
New revenue
options: From
licensing of
innovations and
technology; sale of
technology
IPR
Readiness
Risk mitigation:
Ensuring freedomto-operate vis-a-vis
3rd party patents;
retaliatory power from
own IPR portfolio
New business
options:
Franchising, teaming,
collaboration and
joint ventures
leveraging IPR
foreign markets, the need to step up their IPrelated capabilities is even more crucial. It is a
common practice for companies with global
plans to study the IPR portfolios of local
competitors before entering into
new markets.
This serves not merely to assess the
risks of potential claims for IP infringement
by such local competitors but also to highlight
any potential advantages that that the new
entrant can leverage using its existing IP
portfolio or new patent filings in the
target market.
Figure 1 depicts the benefits of IPR
readiness and the risks of being unprepared.
Why should IPR readiness matter to
technologists and managers?
As prime movers in the development of
technology and innovations, technologists
and managers are directly concerned with the
business benefits of technology advancements
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PERSPECTIVE
Protecting IPR
Leveraging IPR
Technologist
Technologist / manager
Manager
Technologist / manager
Patents
Protect innovative
features of products /
processes
Industrial
designs
Protect against
copying of product
designs and
appealing external
aesthetic features
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Trade secrets
Protect against
misappropriation of
valuable know-how,
designs, drawings,
codes, manuals
Trademarks /
service marks
Protect against
counterfeiting
IP lawyer /
licensing professional
PERSPECTIVE
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PERSPECTIVE
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Manufacturing base
Already the path to succeed in manufacturing
is strewn with more thorns than was the
case 20 years ago when China entered this
space. With the rich countries themselves
facing low growth and unemployment, even
the most fervent supporters of free trade
will not be able to succeed in avoiding some
degree of protectionism. We already see that
computer maker Lenovo and furniture maker
Ikea have moved manufacturing back to the
USA. The recent cases of the expropriation of
Spanish oil company YPF in Argentina and
the controversial US decision to tax Chinese
solar panels are only two of the more visible
instances of the trade winds that flow against
off-shored manufacturing.
A strong manufacturing base can also
spill over into benefits in other areas. The
incentive to invest in classroom education
depends very much on the opportunities
that it provides. If a country is strong in
manufacturing, and there is a visibility of
stable manufacturing jobs, this can create a
virtuous circle of investment in education
and the creation of a middle class who can in
turn persuade the political executive to make
investments in the right areas.
Silver linings
With the winds blowing against economic
reform and free trade, there is now a growing
acceptance that some of the emerging
economies run the risk of becoming captive to
the so-called middle-income trap.
What could the slowing of other
emerging markets mean for India? First, in the
light of the challenging economic situation in
India, these changes elsewhere in the emerging
world should be a call for introspection within
the Indian policy-making establishment.
It was believed during the go-go years
until 2007, that surging into the group of
more advanced economies was a right, to be
exercised at the time of our choosing. These
expectations have been belied. However,
even in this period of economic gloom, there
are some silver linings. India is less reliant
PERSPECTIVE
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Community
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Community
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Community
The relief efforts and medical assistance reached more than 9,000 beneficiaries in 174 villages
this for the way in which our group
addresses future relief efforts.
Relief camps were set up in
Uttarkashi in coordination with the
district administration. While the
army and air force were rescuing
pilgrims, we decided to help out
in areas where the damage was
equally severe but human casualties
were fewer, says Mr Pandhi.
Himmotthans partner NGOs did
the initial recce. They informed us
of the needs, based on which we
prepared the packages. They also
coordinated with the distribution.
Their cooperation helped ensure
last-mile connectivity.
The Himmotthan and TRC
teams quickly busied themselves in
preparing packages for immediate
relief. The packages included
uncooked food, matchboxes, solar
lanterns, etc. Since sources of
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Community
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Community
TRC members interact with the local community during the relief effort
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Community
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Community
Vocational courses in tailoring, beauty care, carpentry, welding, refrigeration and air-conditioning, and farming are
part of the education initiatives undertaken at the Montfort Integrated Educational Centre in Nagpur
at its seven-acre campus: tailoring,
beauty care, carpentry, welding,
refrigeration and air-conditioning
repair, motor mechanics, electrician
and farming. Students are enrolled
free of cost or at a nominal
fee (charged for the exam and
certification).
At the end of the six-month
course, most of the students sit
for the MES (modular employable
scheme) exam, which comes
under the purview of the National
Council for Vocational Training, a
government certification.
For some trades, the students
write exams under the Community
Development Scheme, which is a part
of the Human Resource Development
Scheme of the Government of India.
Some students also write direct
exams, which are conducted by
particular companies interested
in hiring people. All the students,
however, are given the opportunity
to write one government-run
examination, which helps them aim
for a better salary later. Little wonder
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Community
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strategy
K Raman has been with the Tata group for seven years.
He heads the social sector practice at Tata Strategic
Management Group, which has also been supporting
the development of a collective CSR agenda for the
Tata group. He was also instrumental in formulating a
strategic roadmap for the National CSR Hub.
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strategy
Dissemination
methodology
TCS trains the
teacher, provides
the software and
donates computers
No large scale
infrastructure,
batches of 10-15
students
Partnerships with
local governments
and NGOs
Impact
Recognition
Programme is
active in more than
250 centres across
the states of Andhra
Pradesh, Tamil
Nadu, Maharashtra
and West Bengal
Asian Corporate
Social
Responsibility (CSR)
Award, 2003
Golden Peacock
Global Award 2007
for CSR
CBFL recommended
for deployment as a
National Mission in
11th Five Year Plan
October 2013
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strategy
Structured
implementation
Implementing in
project mode with
clearly defined
objectives, timelines,
resources and impact
assessment process
3
Meaningful
outcomes
Using meaningful
indicators to
measure outcome
/ impact instead of
measuring monetary
contribution
4
Leveraging
Improving
partnerships
csr
Developing a partner
5
2 effectiveness
network of NGOs,
government agencies
and corporate
1
foundations for effective
implementation
Few big ideas
Focusing on one
or two major
programmes / focus
areas rather than
spreading funds too
thin across multiple
small initiatives
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Sustainable
programmes
Empowering
beneficiaries rather
than creating
dependence on the
company / initiative
strategy
Activity
Typical
measurement
parameter
Impact indicator
Vocational skill
development
Number of
people trained
Employment
generated
(% placed)
Primary
education
Number of
students
supported
Improvement
in assessment
scores
Preventing
water-borne
diseases
Number of
households
provided
access to
clean drinking
water
Reduction in
the incidence
of water-borne
diseases
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case study
A winning strategy
Rahul More from the Tata Management Training Centre, explains
how creating an innovative ecosystem will pave the way to longterm sustainability of the growing Tata group conglomerate
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case study
Exploring interdependence
The concept of an innovation ecosystem is taken
from nature; scientists discovered an interdependence between entities where they shared
energy and nutrition towards the common
objective of survival. Realising that some aspects
of natural ecosystems could be mimicked in the
business environment, social scientists developed
the concept of a business ecosystem.
While several similarities may be observed
between a natural ecosystem and a business
ecosystem, the one significant difference is the
presence of a dominant entity, which in a sense
is the catalyst for the creation of a business
ecosystem. But this entity tends to control the
ecosystem and, sometimes, is the single largest
beneficiary of the value generated by the system.
This sets into motion a ripple effect within the
ecosystem by neglecting practical limitations of
small players in the ecosystem. This may lead to
value leakage within the system and affect the
performance of dominant entity.
At this stage, it might be useful to examine
other forms of business collaborations and
interactions with respect to value creation and
sharing, for example, supply chain and value
chain. It might be feasible to create separate
entities or independent platforms that might
be able to deliver significant value. This leads
to creation of specialised providers of products
and services. And this is a pre-requisite to the
formation of a business ecosystem.
building a strategy
Ecosystem management is not just about plotting
the network of partners and stakeholders relevant
to the innovation. Its about designing and
executing a complex systems strategy so that
the innovation success with key partners sets in
motion a chain of success that is transmitted to
the other partners within the ecosystem, for the
ultimate benefit of the ecosystem as a whole.
Innovation capability facilitates an
innovative organisational culture characteristic
of internal promotional activities, and
capabilities of understanding and responding
appropriately to the external environment.
It comprises capabilities like absorptive
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case study
Strategic leadership
(Values, beliefs, skills
and behaviours)
Value creation
charter of organisation
Performance
wheel
Source of power and
acceleration for operational
excellence, efficiency,
effectiveness along with all
stakeholders management
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ENVIRONMENT
Alignment requires
strategic thinking to achieve
sustainable competitive
advantage
October 2013
Direction
and clarity
about the
future
Innovation
wheel
Builds dynamic
capabilities and
develops competency
for strategic renewal
case study
Sector / domain
knowledge
expertise
Suppliers and
companies in
complementary
business
Value
creation
and areas of
excellence
Cross
company
collaboration
platform
Tata board
Strategy
platform
Tata company
R&D or
service
operations
Innovations and
global R&D
network
Linkages and
global talent
reach
University /
specialised
institutions
Markets
(Where do
we play)
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book review
Breakthrough story
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GLOBAL SUCCESS
STORIES
The chaebols in Korea gained
immensely from government
policies and cheap funds just
as the Japanese keiretsu gained
from their finance capital
book review
October 2013
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book review
EXCERPTS:
Hurdles to overcome on the road to
global brands:
Hurdle 1: Improve transparency
Many Chinese firms lack transparency
an important item on the Chinese corporate
manifesto for the future must be to open the
ownership structure up to scrutiny.
Hurdle 2: Enhance profitability and integrity
of financial statements
Many large Chinese firms seem to operate on
lower profit margins beyond the low profit
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