Case Analysis – Ratan Tata: Leading the Tata Group Into the 21st Century Due: April 16th, 2011

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Case Analysis – Ratan Tata: Leading the Tata Group into the 21st Century
Due: April 16th, 2011

In this essay I will discuss Tata’s Motor’s Company and Ratan Tata’s leadership approach on leading the Tata group in the 21st century. Ratan Tata faced benefits as well as challenges to streamlining the business and dealing with the companies he had acquired for more than 50 years. There were more trials during his management span however; he was a leader that served as inspiration and a role model whom people admired as a courageous risk taker. In the following paragraphs I will state the answers to the three case questions in an analysis format. The first paragraph I will describe Tata’s role as a leader in managing change, in the second
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He believed that if they were not among the top three in the industry, they should look seriously at what it would take to become to one of the top three players or think about exiting the industry. One of the advantages was that some of the Group companies were renamed. His attempt to begin the Tata Motors for the Indica project was a disadvantage for Ratan. The Indian automotive industry was concerned about a car that would work not one that didn’t work. The Nano car project also required that Tata Motors to come up with innovative solutions to bring down costs so that the car to be priced at Rs. 100,000 a very low price. But then the advantage that resulted from the Nano car being remodeled was that it was acclaimed to be innovative on multiple levels because it provided money for value. Then in 2008 the Nano project faced a setback that continued on to 2009. Critics of Ratan were waiting to see if they would be successful. To add, I believe that the Group is no longer present in too many companies because of the many challenges they faced internationally and globally with the many businesses.
To finalize, there were a number of benefits and risks that resulted were associated with Ratan Tata’s growth-through-acquisition strategy, especially globally. The most compelling reason for going global was risk mitigation. The major risk was that Tata had to focus on

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