學門類別
政大
哈佛
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- Snapchat’s Dilemma: Growth or Financial Sustainability
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Did I Just Cross the Line and Harass a Colleague?
- TNT Assignment: Financial Ratio Code Cracker
- Porsche Drive (A): Vehicle Subscription Strategy
- Porsche Drive (A) and (B): Student Spreadsheet
- Porsche Drive (B): Vehicle Subscription Strategy
-
Tata Does Not Mean Goodbye: Is Air India Going to Bring Back Old Saga?
The Tata Group took over control of the loss-making state-owned Air India and the airlines it operated it operated from the Government of India on January 27, 2022. The Tata Group now faces financial performance issues and lags behind one of the leading aviation industry front-runners in India in terms of market share. The re-acquisition of Air India also brought about challenges of how to amalgamate three diverse cultures to make a single Tata Group culture, and how to inculcate the Tata Group’s values to turn Air India profitable. What should Air India do if employees are not integrated with Tata Group culture? Air India leadership is weighing its various options and pondering whether to integrate three airlines and become one of the prominent airlines in the country and the world, or operate them autonomously as economy or premium airlines without amalgamating the diverse cultures. -
Ratan Tata: Ethical Leadership
Ratan Tata began his journey with the Tata group on the shop floor of the Tata Iron and Steel Company Limited and eventually rose to become chairman of the Tata group—a conglomerate with operations in more than 80 countries across six continents. Known as a value-based, principled, and visionary leader, Ratan Tata helped the Tata group grow immensely over two decades of leadership. When he retired in 2012, he passed the leadership to a new chairman. However, four years later, on October 24, 2016, the Tata Sons board, which controlled the Tata group, decided to replace the chairman. His ousting led to a public clash over ethics and corporate governance at the top of the Tata empire. Ratan Tata was asked to return as interim chairman and help find a new successor. How could he succeed in this task and help the Tata group retain its glory, without compromising its values and beliefs?