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\"\"By Swaminathan S Anklesaria Aiyar<\/strong><\/em>
\n
Sunil Khilnani’s book, The Idea of India, pictured India as transcending territory and reaching into the realms of ideals. Equally, ‘The Idea of Tata’ has long transcended mere corporate aims and aimed far higher. That idea has been eroding for some time, and has now received a body blow from the events leading to the ouster of Cyrus Mistry as chairman of Tata Sons<\/a>.
\n
\nWe don’t know enough about why he was ousted.
\n
\nIn what ways did he fall short of performance benchmarks? Was his ouster a problem of personalities, not performance? Are there hidden skeletons in the cupboard?
\n
\nBrand Quity<\/strong>
\nWithout more information, no definitive verdict on his ouster is possible. But the halo that once surrounded the Tata name has gone. The group looks like just one more conglomerate that has lost its way.
\n
\nMost group companies have long been underperformers. And the manner of Mistry’s ouster falls short of the high standards the group boasts of. The Idea of Tata can be summed up as follows, “We stand for excellence, quality and high ethical values, not just profits or size. We honour all commitments. We care for consumers, employees and all other stakeholders, not just shareholders. We don’t break laws or bribe our way to success. More than just a corporate group, we are nation builders helping make India great. We seek to plant the Indian flag across the globe, showing we are second to none.”
\n
\n
\nJamsetji Tata, founder and visionary who sought to build the country’s first steel plant (in the face of hostile British racism), gave the group its sense of being a nation-builder. Over the decades, it developed a culture of high ethics and quality.
\n
\n
\nThis truly set the group apart from its rivals. At Independence, Indian business was very underdeveloped. Financial capital, technical and managerial expertise, and access to top politicians and bureaucrats was limited.
\n
\n
The Tata group enjoyed a big edge over many rivals in all these respects. And so, despite a lack of nimbleness or quick decision-making, the group more than held its own during the licence-permit raj. In the JRD Tata<\/a> era, each major Tata company came to have semi-feudal overlords (like Russi Mody of Tata Steel). To meet the challenges of the new era of economic liberalisation and competition, JRD nominated Ratan Tata as his successor.
\n
\n
\nThe old overlords were removed by decreeing an age limit for retirement. Ratan Tata revamped the Tata companies and took them to new heights. His outstanding success was TCS, the money spinner that cloaked shortcomings everywhere else. The Idea of Tata drove Ratan to seek a global footprint. His first task after the 1991 reforms was to make group companies strong enough to withstand competition from multinationals. The next logical step was to make the group a multinational in its own right. In the 2000s, India became a new global star, growing at over 9%.
\n
\nSuddenly, Indian companies became creditworthy enough to borrow billions of dollars. Ratan Tata took advantage of this to go on a global shopping spree, culminating in the acquisition of Jaguar Land Rover (JLR) and Corus, Britain’s steel giant. The acquisitions were financed by massive borrowings, but nobody worried during the boom years of 2003-08.
\n
\nCorus of Voices<\/strong><\/em>
\nThe crash of 2008 then revealed that the group had paid fancy prices in optimistic times. Corus, the most expensive acquisition, also became the greatest loss-maker. JLR was the one star acquisition.
\n
\nOverall, the group was weighed down by huge debts and insufficient profitability. When Cyrus Mistry took over in 2012, he inherited a great empire, great debts and widespread underperformance in group companies. He set about selling many assets to reduce the debt. In his four years at the top, the Tata group went nowhere fast. Arguably, he was guilty of underperformance. But he faced a tough task in a slowing world economy. Problems arose on the ethical side too. Ratan Tata had promised DoCo-Mo that it could quit Tata Teleservices at a fixed price.
\n
\nBut Mistry said an RBI rule prohibited payment above ‘fair value’. Some accused him of damaging the group’s reputation for ethics, which took another knock when aUS court fined TCS almost a billion dollars for stealing a rival’s software. However, the group’s reputation had already been tarnished by the Radia tapes, which showed Ratan Tata in a dismal light in the telecom controversy. Mistry can say the pot is calling the kettle black.
\n
\nThe manner of Mistry’s ouster was unsavoury. Instead of listing his ouster as a key item for the board’s discussion, it was suddenly brought up under the residual head of ‘other business’.
\n
\nWhy this cloak-and-dagger drama? Why was Mistry not given notice of the board’s unhappiness and offered a chance to defend himself ? The board claims its action was legal. But was it ethical? The group will now look for a new chief. But the manner of Mistry’s dismissal may have scared off the best candidates. The Tata board must produce a detailed, convincing story to justify its actions. Reputations are difficult to build and easy to destroy.\n\n<\/body>","next_sibling":[{"msid":55062238,"title":"Porn sites blocked for Wi-Fi users at Patna Junction","entity_type":"ARTICLE","link":"\/news\/porn-sites-blocked-for-wi-fi-users-at-patna-junction\/55062238","category_name":null,"category_name_seo":"telecomnews"}],"related_content":[],"msid":55062313,"entity_type":"ARTICLE","title":"Cyrus Mistry's ouster: Do we say goodbye Tata?","synopsis":"The Tata board must produce a detailed, convincing story to justify its actions. Reputations are difficult to build and easy to destroy.","titleseo":"telecomnews\/cyrus-mistrys-ouster-do-we-say-goodbye-tata","status":"ACTIVE","authors":[],"Alttitle":{"minfo":""},"artag":"ET TEAM","artdate":"2016-10-26 08:54:16","lastupd":"2016-10-26 08:58:12","breadcrumbTags":["industry","Tata Sons","JRD Tata","People movement"],"secinfo":{"seolocation":"telecomnews\/cyrus-mistrys-ouster-do-we-say-goodbye-tata"}}" data-authors="[" "]" data-category-name="" data-category_id="" data-date="2016-10-26" data-index="article_1">

塞勒斯Mistry下台:塔塔说再见呢?

塔塔板必须产生一个详细的,令人信服的故事来证明其行动。名声是很难建立和容易破坏。

  • 更新2016年10月26日08:58点坚持
由Swaminathan S Anklesaria Aiyar

Sunil Khilnani的书,印度的想法,见印度超越领土和达到理想的领域。同样,“塔塔的想法”早已超越了单纯的企业目标和更高的目标。这个想法已经侵蚀了一段时间,现在已经收到的事件导致的重击居鲁士Mistry主席的下台塔塔的儿子。

我们不够了解他为什么被赶下台。

以何种方式他达不到绩效基准吗?个性是他下台的问题,而不是性能?有骨架藏在橱柜里吗?

品牌的股东权益
没有更多的信息,没有明确的判决在他下台是可能的。但光环,一旦已经包围了塔塔的名字。看起来就像一个企业集团,已经迷失了方向。

大多数集团公司一直是该公司。Mistry的方式下台不足的高标准的集团拥有。塔塔的观点可以总结如下,“我们主张卓越、质量和道德价值高,不仅利润或大小。我们尊重所有的承诺。我们关心消费者、员工和其他利益相关者,而不仅仅是股东。我们不要打破法律或贿赂我们的成功之路。不仅仅是一个企业集团,我们的国家建设者帮助使印度伟大。我们寻求印度的国旗插在全球范围内,显示我们是首屈一指的。”


Jamsetji塔塔,创始人和有远见的人试图建立国家的第一炼钢厂(英国种族主义在面对敌意),给了集团的统治。在过去的几十年里,它开发了一种道德和素质高的文化。


这个真正的设置组除了竞争对手。在独立,印度商业非常发达。金融资本、技术和管理经验,并获得高级政客和官僚们是有限的。


塔塔集团享有很大的优势在所有这些方面许多竞争对手。所以,尽管缺乏灵活性或快速决策,组织超过licence-permit期间举行了自己的统治。在JRD塔塔时代,每个主要的塔塔公司来到半封建霸主(如塔塔钢铁Russi Mody)。满足经济自由化的新时代的挑战和竞争,JRD提名Ratan Tata作为他的继任者。


老霸主被颁布一个退休的年龄限制。Ratan Tata调整塔塔公司和将他们带到一个新的高度。他的杰出的成功是TCS,隐形缺陷其他地方的赢利的企业。塔塔的想法驱使Ratan寻求全球足迹。1991年改革后他的第一个任务是使集团公司强大到足以承受来自跨国公司的竞争。下一个逻辑步骤是使跨国的。在2000年代,印度成为新的全球明星,增长超过9%。

突然,印度公司成为信誉卓著的足以借数十亿美元。Ratan Tata利用这个全球疯狂购物,最终收购捷豹路虎(JLR)和哥鲁氏,英国的钢铁巨头。并购是由大量的借款,但没人担心在2003 - 08年的繁荣时期。

哥鲁氏的声音
2008年的崩盘之后透露,该集团支付了昂贵的价格在乐观的时期。最昂贵的收购Corus,也成为最大的loss-maker。收购捷豹路虎是明星。

总的来说,该组织被巨额债务拖累,盈利能力不足。2012年,塞勒斯Mistry接管,他继承了一个伟大的帝国,巨大的债务和集团公司普遍表现不佳。他着手出售许多资产以减少债务。在他的四年,塔塔集团快速不了了之。可以说,表现不佳的他是有罪的。但他在放缓的世界经济面临着一个艰难的任务。问题出现在道德方面。拉丹·塔塔承诺DoCo-Mo可以离开塔塔电信业务以一个固定价格。

但Mistry说央行规则禁止支付高于“公允价值”。一些指责他破坏集团的道德声誉,时又把来自法院罚款TCS近十亿美元窃取竞争对手的软件。然而,拉迪亚集团的名声已经受损的磁带,在惨淡的光线显示Ratan Tata电信争议。Mistry可以说是五十步笑百步。

Mistry的下台的方式是令人讨厌的。而不是清单罢黜他的关键项目董事会的讨论,这是突然长大的残留下的“其他业务”。

为什么这个有关间谍的戏剧吗?为什么不通知董事会Mistry的不满和提供了一个为自己辩护的机会吗?董事会宣称其行动是合法的。但这是道德的吗?该集团将寻找一个新的首席。但Mistry的方式解雇可能吓跑了最好的候选人。塔塔板必须产生一个详细的,令人信服的故事来证明其行动。名声是很难建立和容易破坏。
  • 发布于2016年10月26日上午08:54坚持
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\"\"By Swaminathan S Anklesaria Aiyar<\/strong><\/em>
\n
Sunil Khilnani’s book, The Idea of India, pictured India as transcending territory and reaching into the realms of ideals. Equally, ‘The Idea of Tata’ has long transcended mere corporate aims and aimed far higher. That idea has been eroding for some time, and has now received a body blow from the events leading to the ouster of Cyrus Mistry as chairman of Tata Sons<\/a>.
\n
\nWe don’t know enough about why he was ousted.
\n
\nIn what ways did he fall short of performance benchmarks? Was his ouster a problem of personalities, not performance? Are there hidden skeletons in the cupboard?
\n
\nBrand Quity<\/strong>
\nWithout more information, no definitive verdict on his ouster is possible. But the halo that once surrounded the Tata name has gone. The group looks like just one more conglomerate that has lost its way.
\n
\nMost group companies have long been underperformers. And the manner of Mistry’s ouster falls short of the high standards the group boasts of. The Idea of Tata can be summed up as follows, “We stand for excellence, quality and high ethical values, not just profits or size. We honour all commitments. We care for consumers, employees and all other stakeholders, not just shareholders. We don’t break laws or bribe our way to success. More than just a corporate group, we are nation builders helping make India great. We seek to plant the Indian flag across the globe, showing we are second to none.”
\n
\n
\nJamsetji Tata, founder and visionary who sought to build the country’s first steel plant (in the face of hostile British racism), gave the group its sense of being a nation-builder. Over the decades, it developed a culture of high ethics and quality.
\n
\n
\nThis truly set the group apart from its rivals. At Independence, Indian business was very underdeveloped. Financial capital, technical and managerial expertise, and access to top politicians and bureaucrats was limited.
\n
\n
The Tata group enjoyed a big edge over many rivals in all these respects. And so, despite a lack of nimbleness or quick decision-making, the group more than held its own during the licence-permit raj. In the JRD Tata<\/a> era, each major Tata company came to have semi-feudal overlords (like Russi Mody of Tata Steel). To meet the challenges of the new era of economic liberalisation and competition, JRD nominated Ratan Tata as his successor.
\n
\n
\nThe old overlords were removed by decreeing an age limit for retirement. Ratan Tata revamped the Tata companies and took them to new heights. His outstanding success was TCS, the money spinner that cloaked shortcomings everywhere else. The Idea of Tata drove Ratan to seek a global footprint. His first task after the 1991 reforms was to make group companies strong enough to withstand competition from multinationals. The next logical step was to make the group a multinational in its own right. In the 2000s, India became a new global star, growing at over 9%.
\n
\nSuddenly, Indian companies became creditworthy enough to borrow billions of dollars. Ratan Tata took advantage of this to go on a global shopping spree, culminating in the acquisition of Jaguar Land Rover (JLR) and Corus, Britain’s steel giant. The acquisitions were financed by massive borrowings, but nobody worried during the boom years of 2003-08.
\n
\nCorus of Voices<\/strong><\/em>
\nThe crash of 2008 then revealed that the group had paid fancy prices in optimistic times. Corus, the most expensive acquisition, also became the greatest loss-maker. JLR was the one star acquisition.
\n
\nOverall, the group was weighed down by huge debts and insufficient profitability. When Cyrus Mistry took over in 2012, he inherited a great empire, great debts and widespread underperformance in group companies. He set about selling many assets to reduce the debt. In his four years at the top, the Tata group went nowhere fast. Arguably, he was guilty of underperformance. But he faced a tough task in a slowing world economy. Problems arose on the ethical side too. Ratan Tata had promised DoCo-Mo that it could quit Tata Teleservices at a fixed price.
\n
\nBut Mistry said an RBI rule prohibited payment above ‘fair value’. Some accused him of damaging the group’s reputation for ethics, which took another knock when aUS court fined TCS almost a billion dollars for stealing a rival’s software. However, the group’s reputation had already been tarnished by the Radia tapes, which showed Ratan Tata in a dismal light in the telecom controversy. Mistry can say the pot is calling the kettle black.
\n
\nThe manner of Mistry’s ouster was unsavoury. Instead of listing his ouster as a key item for the board’s discussion, it was suddenly brought up under the residual head of ‘other business’.
\n
\nWhy this cloak-and-dagger drama? Why was Mistry not given notice of the board’s unhappiness and offered a chance to defend himself ? The board claims its action was legal. But was it ethical? The group will now look for a new chief. But the manner of Mistry’s dismissal may have scared off the best candidates. The Tata board must produce a detailed, convincing story to justify its actions. Reputations are difficult to build and easy to destroy.\n\n<\/body>","next_sibling":[{"msid":55062238,"title":"Porn sites blocked for Wi-Fi users at Patna Junction","entity_type":"ARTICLE","link":"\/news\/porn-sites-blocked-for-wi-fi-users-at-patna-junction\/55062238","category_name":null,"category_name_seo":"telecomnews"}],"related_content":[],"msid":55062313,"entity_type":"ARTICLE","title":"Cyrus Mistry's ouster: Do we say goodbye Tata?","synopsis":"The Tata board must produce a detailed, convincing story to justify its actions. Reputations are difficult to build and easy to destroy.","titleseo":"telecomnews\/cyrus-mistrys-ouster-do-we-say-goodbye-tata","status":"ACTIVE","authors":[],"Alttitle":{"minfo":""},"artag":"ET TEAM","artdate":"2016-10-26 08:54:16","lastupd":"2016-10-26 08:58:12","breadcrumbTags":["industry","Tata Sons","JRD Tata","People movement"],"secinfo":{"seolocation":"telecomnews\/cyrus-mistrys-ouster-do-we-say-goodbye-tata"}}" data-news_link="//www.iser-br.com/news/cyrus-mistrys-ouster-do-we-say-goodbye-tata/55062313">