The Tata Group began the 1990s as a confederation of loosely coupled enterprises. This case considers the rise of the new CEO of Tata Group, Ratan Tata, and his attempts to strengthen the inter-relationships between the Group companies at a time when critics he should dismantling the alliance is complete. Offers the opportunity to address the costs and benefits of the conglomerates in emerging markets. In particular, he shows the ways in which well-run companies could ameli … Read more »

The Tata Group began the 1990s as a confederation of loosely coupled enterprises. This case considers the rise of the new CEO of Tata Group, Ratan Tata, and his attempts to strengthen the inter-relationships between the Group companies at a time when critics he should dismantling the alliance is complete. Offers the opportunity to address the costs and benefits of the conglomerates in emerging markets. In particular, he shows the ways in which well-run corporations the cost, poorly functioning institutions could impose to improve through their impact on market efficiency.
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from
Tarun Khanna,
Krishna G. Palepu,
Danielle Melito Wu
Source: Harvard Business School
18 pages.
Release Date: 16 February 1998. Prod #: 798 037 PDF-ENG
House of Tata – 1995: The Next Generation (A) HBR case solution

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