Abstract

The Tata Group, though one of the largest in the country, was considered to be slow and bureaucratic until Ratan Tata took over as its chairman in 1991. He introduced several changes, restructured the Group, and laid the foundation for the Tata Business Excellence Model (TBEM).

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Restructuring
• Vision
• Leadership.

Keywords

business portfolio, Cost cutting, productivity, product development, innovation, Ratan Tata, Tata Business Excellence Model, TATA Group