Tata Motor Inc. What Is Case Study

Length: 8 pages Sources: 10 Subject: Business Type: Case Study Paper: #76998268 Related Topics: Nano Technology, Cinderella, Innovation, Car
Excerpt from Case Study :

The process of reframing is well illustrated in the case of Tata Nano car concept. The reframers question themselves in an attempt to answer the question "why not." Tata for instant broke a century old paradigm for car manufacture by distributing the component kits for the manufacture of the Tata nano to a number of entrapreneural smaller firms could assemble closer to their customer base. This was as opposed to complete production of the car in their factories. They questioned the conventional wisdom in order to aid the firm in navigating the increasingly complex corporate environment.

The culture of creative dissatisfaction

Other than the formal system of the TSC the company has taken certain key steps that are aimed at the stimulation of creative thinking. The company trains its employees so as to think about improving its products at all times. They refer to this as the culture of creative dissatisfaction. Innovation has therefore been made a key component of the training programs. This is provided at its leadership institute (fifty senior administrators are sent here every year ) up to the "Technovator" workshop, a four-day programme in which the employees are taught on how to think creatively.

Social responsiveness and technical communication

The company encourages employee to take about 5 hours of their forty five hour week in doing their personal projects such as the development of a new idea or the learning of a new skill. So as to best capture the nascent ideas, the firm launched a social network called IdeaMax which is more like Digg for employees to place and comment as well as vote on their ideas. The IdeaMax platform has collected more than 12,000 ideas a large number of which have been developed into projects.

Leadership as the foundation of innovation

Samson (2010) pointed out that the keys to innovation are strategy and leadership. The CEO of a given firm marks the cornerstone of any attempts to spur a culture of innovation. The Tata case study indicates that it is important for the CEO to communicate the need as well as the importance of innovation to the managers as well as to encourage innovative efforts that include even the failed ones.

Hiring the right people.

In order to ensure that the capacity for making breakthrough innovations is achieved by Tata, only the Phd graduates were hired .

Building a culture of organization...

...

These would include the employee review process as part of the innovation criteria.

The use of social media for tapping as well as encouraging collaboration

The use of the IdeaMax platform by the Tata group has aided the company it creating a platform that allows the workers to internally post as well as answer questions and exchange ideas. As Gosh (2010) put it innovation involves going though the steps of; mental model innovation to business model innovation, then to industry innovation and subsequently social innovation.

Conclusion

Innovation is a process that involves people, products and processes via the application of appropriate leadership skills. Organization should therefore embrace innovation in order to maintain profitability in this competitive business atmosphere. Innovation is therefore a tool for acquiring and maintaining a competitive advantage

References

Business Week (n.d). Tata's Innovation Engine:How Tata spurs creative thinking http://feedroom.businessweek.com/?fr_story=b3b3118b61a41a63272819d801b28a6ab58242d9

Drucker, P (1985). Innovation and Entrepreneurship: Practice and Principles

Gosh, G (2010). Reframing is the key to Disruptive Innovation

http://www.hrmtoday.com/talent/human-resources-management/reframing-is-the-key-to-disruptive-innovation/

Imagin Mor Pty Ltd. (n.d) Automobile Industry India

http://imaginmor.com/automobileindustryindia.html.

Rodrigues, C (2010). "Tata Group | Tata Motors | Driving the dream"..

http://web.archive.org/web/20080610111827/http://www.tata.com/tata_motors/articles/20051011_driving.htm. Retrieved 2010-10-11

Samson, D (2010).Innovation for business success:Achieving a systematic innovation capability

Available online at http://www.innovation.gov.au/Industry/IndustryInnovationCouncils/Documents/InnovationforbusinesssuccessTechstrat.pdf

Middleton, AC (2008). The three 'P's of Innovation: Product, Process and People -time to make 'Cinderella's of the two 'Ugly Sisters'- presentation to the Dairy Council 2008 Conference

-Niagara, June 10th

http://www.ontariodairies.ca/categories/Alan%20Middleton.pdf

Scalon, J (2009). How to Build a Culture of Innovation

http://www.businessweek.com/innovate/content/aug2009/id20090819_070601.htm

Senge, P. (2006). The Fifth Discipline: The Art and Practice of the Learning Organizations. New York: DoubleDay. Retrieved February 14, 2011

Sawhney, MR, Wolcott, RC and Arroniz, I (2006)the 12 Different Ways for. Companies to Innovate. SPRING 2006 VOL.47 NO.3. REPRINT NUMBER 47314.

Appendix

Strategies for Innovation

Source: Sawhney, Wolcott and Arroniz (2006)

Sources Used in Documents:

References

Business Week (n.d). Tata's Innovation Engine:How Tata spurs creative thinking http://feedroom.businessweek.com/?fr_story=b3b3118b61a41a63272819d801b28a6ab58242d9

Drucker, P (1985). Innovation and Entrepreneurship: Practice and Principles

Gosh, G (2010). Reframing is the key to Disruptive Innovation

http://www.hrmtoday.com/talent/human-resources-management/reframing-is-the-key-to-disruptive-innovation/
http://imaginmor.com/automobileindustryindia.html.
http://web.archive.org/web/20080610111827/http://www.tata.com/tata_motors/articles/20051011_driving.htm. Retrieved 2010-10-11
Available online at http://www.innovation.gov.au/Industry/IndustryInnovationCouncils/Documents/InnovationforbusinesssuccessTechstrat.pdf
http://www.ontariodairies.ca/categories/Alan%20Middleton.pdf
http://www.businessweek.com/innovate/content/aug2009/id20090819_070601.htm


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