Teamwork at Tata Industries: the Development of the Nano

535 Words3 Pages
“One hundred years from now, I expect the Tatas to be much bigger than it is now. More importantly, I hope the Group comes to be regarded as being the best in India — best in the manner in which we operate, best in the products we deliver and best in our value systems and ethics. Having said that, I hope that a hundred years from now we will spread our wings far beyond India…” (Ratan Tata, 2005) Starting with a Tata Workout in 2001, CEOs of the TATA companies have collectively evolved an integrated approach to embedding a sustainability mindset into their systems, people, and processes. In 2007, their efforts culminated in the launch of a Leadership Protocol that promotes both a systemic legacy through innovation and personality footprints for the next generation of TATA leaders. A clear reflection of this policies can be observed in the developing process of Tata’s Nano, the world’s most affordable car – for some perhaps another 4-wheel greenhouse threat, for many a revolutionary new way to reposition the auto industry. But both critics and advocates agree that the $2,500, two-cylinder car showcased at the New Delhi Auto Expo on January 10, 2009 offers an affordable transportation solution with a low carbon footprint. For Tata Motors, India’s largest automobile company, the Nano is much more than a provocative new transportation choice for India’s people. This little safe car stands as another bold embodiment of Tata’s century of trust and cooperation with local communities and the Nano is only one of the fruits of Tata companies’ painstaking commitment to surfacing the best of business in the service of people, in India and globally. “People’s Car” as the very same Ratan Tata call the vehicle, may ultimately affect what many people drive around the world, since it is part of a broader trend among carmakers to try to build less expensive cars. The company

More about Teamwork at Tata Industries: the Development of the Nano

Open Document