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    Last Slides Tata

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    0053 Anagha
    Ratan Tata created a vision for establishing a common resource pool and leadership development program for future leaders at Tata. Over a 10-year period, high-potential MBAs would rotate through 3 distinct sectors to gain exposure and move into pertinent senior leadership positions. However, the compensation plans faced challenges in being non-competitive compared to other companies. Going forward, Tata looked to improve awareness of the program through media exposure and showcase potential career paths in industries such as telecom, technology, aviation, and others under the unified Tata brand that Ratan had established.

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    Last Slides Tata

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    0053 Anagha
    12 views5 pages
    Ratan Tata created a vision for establishing a common resource pool and leadership development program for future leaders at Tata. Over a 10-year period, high-potential MBAs would rotate through 3 distinct sectors to gain exposure and move into pertinent senior leadership positions. However, the compensation plans faced challenges in being non-competitive compared to other companies. Going forward, Tata looked to improve awareness of the program through media exposure and showcase potential career paths in industries such as telecom, technology, aviation, and others under the unified Tata brand that Ratan had established.

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    Ratan Tata created a vision for establishing a common resource pool and leadership development program for future leaders at Tata. Over a 10-year period, high-potential MBAs would rotate through 3 distinct sectors to gain exposure and move into pertinent senior leadership positions. However, the compensation plans faced challenges in being non-competitive compared to other companies. Going forward, Tata looked to improve awareness of the program through media exposure and showcase potential career paths in industries such as telecom, technology, aviation, and others under the unified Tata brand that Ratan had established.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    12 views5 pages

    Last Slides Tata

    Uploaded by

    0053 Anagha
    Ratan Tata created a vision for establishing a common resource pool and leadership development program for future leaders at Tata. Over a 10-year period, high-potential MBAs would rotate through 3 distinct sectors to gain exposure and move into pertinent senior leadership positions. However, the compensation plans faced challenges in being non-competitive compared to other companies. Going forward, Tata looked to improve awareness of the program through media exposure and showcase potential career paths in industries such as telecom, technology, aviation, and others under the unified Tata brand that Ratan had established.

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    of 5

    Evolution of Ratan Tata’s vision

    Goals Structure Challenges Next Steps


    Great/premium career Rotating across 3 Compensation plans For potential
    path for MBAs distinct sectors that are not employees, media
    throughout a 10 year competitive (below exposure and audio-
    Establishing a period gave exposure 35th percentile) visual presentations
    common resource pool
    for future leaders Specific leadership Top package was Compensation
    initiatives and a link 50k/month against 11k packages had a gradual
    with pertinent senior increase: from
    leadership positions Both internal and 20k/month in 1996 to
    external awareness 25k/month in 1997
    Newsletters for
    available officers and
    new positions

    1
    Future ventures

    Telecom
    • Tata Telecom
    • Tata Teleservices Ltd
    • Tata Communications Ltd (Bell Canada)
    Aviation
    • Bangalore Airport Project
    Technology • Tata – Singapore Airlines (Singapore
    Airlines)
    • Tata-Honeywell 
    • Tata Information Systems (IBM)
    • IT Park (Singapore Consortium)
    Miscellaneous
    • Insurance: AIG
    • Phones: Tata Keltron
    • Tata Strategic Management Group
    • Energy: Tata Petrodyne

    2
    Key takeaways
    Ratan Tata created a unified brand that might be advantageous
    for any businesses utilising the Tata Name in any capacity

    He improved the interlocking of businesses to change the way


    the organisations functioned in order to get more control

    He carried out his plan to diversify the Tata Brand into several
    industries through this restructuring and sense of oneness

    3
    Questions to reflect upon!

    Has Ratan effectively adapted to his new role?

    Was it appropriate to request a contribution (royalty)?

    Could Ratan adapt to the shifting demand patterns of the consumer?

    Was Ratan was moving too quickly?

    4
    Thanks!

    CREDITS: This presentation template was


    created by Slidesgo, including icons by
    Flaticon, and infographics & images by
    Freepik.

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