The case discusses Cyrus Mistry’s (Mistry) unceremonious exit as the Chairman of Tata Sons, the holding company of the Tata Group, in October 2016. Citing several reasons for his ouster, the Tata Group stated that there was disconnect between Mistry and Tata Sons with regard to values, ethos, vision, and the direction in which the Tata Group was heading. While Mistry focused on divesting non-performing assets and reducing the group’s debt burden, his predecessor, Ratan Tata was known for building the group through organic as well as inorganic growth strategies transforming the group into a US$ 100 billion conglomerate by 2012. Mistry’s way of handling business did not go down well with Ratan Tata and other shareholders at Tata Trust. Creating shock in the corporate world, on October 24, 2016, Mistry was ousted from Tata Sons. The boardroom tussle that started with both sides trading allegations morphed into a full-fledged legal battle with both Mistry and Ratan Tata levelling serious accusations against each other.

Some industry insiders pointed out that Mistry should not have taken the fight to the public domain. They felt that he should have parted ways with Ratan Tata on amicable terms rather than reacting to his termination with rage and vengeance, and could have crafted his own exit strategy by making a graceful exit rather than fighting it out. However, Mistry ruled out any truce with Tata Sons and vowed to fight against the group legally. .

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Issues

The case is structured to achieve the following teaching objectives:

	Analyze how Mistry handled his termination.
	Apply strategies for employees to handle unceremonious exits in a dignified way.
	Explore strategies for organizations to handle contentious terminations.

Contents

INTRODUCTION

BACKGROUND NOTE

TATA GROUP UNDER RATAN TATA

CYRUS MISTRY STEPS IN

THE TATA–MISTRY WAR BEGINS...

ALLEGATIONS AGAINST MISTRY

MISTRY’S RESPONSE

LOOKING AHEAD

EXHIBITS

Keywords

Cyrus Mistry,Ratan Tata,Termination,Ouster,Leadership style,Tata Sons,Tata Group,Boardroom tussle,Career management,Personal conflicts,Corporate governance,Exit strategy

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