COURSE: LEADING CHANGE FOR SUSTAINABLE FUTURES

CASE STUDY: ELECTRIC VEHICLES IN INDIA

Project Submission Template

Student name (full name) :

Part I

Note: Maximum 75 words for answering all parts of Question 1

Question 1a What is the change….

The change initiative undertaken by Tata Motors are as follows:

 A better understanding of those projects and the ability of an

organization to handle such projects will help in the selection of
optimal change projects, which the organization can handle and
support.
 Complexity relates to how easily the change initiative can be
implemented or how feasible it is. It can include components
like costs, reskilling, changes in organization or process
structure, etc.
 Impact relates to the output that the initiative would be having
on the organization. The impact can be in the form of monetary
gains, branding, improved customer experience, etc.
Question 1b What kind of change….

Change initiative classified into four types:

● Transformational change: Changes that incur high complexities but
also have a high impact on the organization.
● Incremental change: Changes that incur low complexities and also
have a low impact on the organization.
● Quick wins: Changes that incur low complexities but have a high
impact on the organization.
● Questionable change: Changes that incur high complexities but have
an uncertain or low impact.
Note: Maximum 100 words for answering Question 2

Question 2 Imagine that a board meeting….

Stakeholders role according to AIM CAST model:

The first step in preparing a change plan is to identify the important

stakeholders in the initiative. Ideally, these stakeholders help determine
the plan rather than being only a part of the plan. The stakeholders
work actively towards the change, their roles in the change team or
change coalition do differ.
The AIM (Accelerating Implementation Methodology) CAST model
helps to classify the stakeholders of a change initiative.
Champions: Stakeholders who believe in and commit towards change
● Agents: Stakeholders who are closely involved in the implementation
of change
● Sponsors: Stakeholders who authorize the change and provide
necessary resources
● Targets: Stakeholders who receive outcomes from the change (or)
who are impacted by the change
Note: Maximum 200 words for answering all parts of Question 3

Perform a SWOT analysis….

Question 3a
SWOT Analysis of TATA Motors EV:
Strength:
 Strong Brand with diversified product portfolio
 Strong performance of Jaguar Land Rover
 Efficient Customer

Weakness: The revenue of Tata Motors is heavily dependent on the

JLR segment, which can hit the business and profitability

Opportunities:
TATA motors can take the advantage of its innovative legacy to
increase its market share in the EV segment. TATA Power can create
the entire EV environment by installing more charging stations.

Threats:
 Increasing competitions from other out makers
 Environmental measures to curb pollution a threat to Tata
Motors product portfolio.

SWOT Analysis of Mahindra Electric:

Strength:
 Strong Market Position
 Innovative Concept
 Strong Business Model
 Large customer base and geographical outreach
 Weakness:
 Lack of financial and technical resources
 Devaluation of Mexican currency
 Lack of expertise in operating in U.S markets

Opportunities:
 Increase demand of theme park.
 High internet penetration
 Increased mobile phone usage

Threats
 Currency devaluation
 Intense domestic and international competition

On the basis of your analysis….

Question 3b
On the study basis, SWOT analysis of Tata Motors EV and Mahindra
Electric Tata Motors is better than Mahindra Electric.
 Tata Motors is better than Mahindra Electric how? The following point
show this:

1. Tata Motors has the biggest order to supply electric vehicles to

EESL.
2. Mahindra Electric supplies 4800 units of the Verito Sedan to
EESL a top executive Mumbai based company, Tata Motors has
a contract to supply 5050 electric cars.

Part II

Note: Maximum 100 words for answering Question 4

Going by the statements….

Question 4
The key features of the leaders vision statement are as follows:
1. Simple: Use of less complicated jargons coupled with easy-to-
understand language will help audience to grasp the vision
convincingly.
2. Authentic: Use of original ideas is the key to win the hearts of your
audience. Always be real to them. Genuine communication builds trust.
3. Multichannel: Use different mediums of communication to express
your message. Leaders have to ensure that the change vision is
communicated through as many mediums as possible.
4. Repetitive: The consequences of a change initiative will be there to
stay.it is imperative that the leader sensitizes the organization
repeatedly to the impending change and its objective.
5. Consistent: Consistency deals with being true to your word and
walking the talk.
6. Engaging: Leaders should find mediums of communication that not
only transmit their passion and logic to employees, but also encourage
employees.
Note: Maximum 200 words for answering Question 5

Recommend the various strategies…before the change

Question 5a
1. Keep it simple with storytelling- It is a highly effective strategy for
communicating your vision for change. It helps the listener understand,
and when stories help connect employees with the present state and the
future vision, storytelling invokes the emotional attachment needed to
engender employee engagement.

2. Be authentic
Authenticity in leadership is built in an environment of trust and
transparency, in which leaders example accountability and
responsibility. This encourages people to discuss their concerns and
issues, enables the leader or manager to allay fears and take action to
show that the organisation values its people and the contribution they
make toward achieving the vision.

Note: Maximum 200 words for answering Question 5

Recommend the various strategies…during the change

Question 5b
Communicating vision through multiple channels
Communicating vision must become habitual and must be executed
before, during and after the change. It must also be communicated
appropriately.

Solicit feedback
Only with feedback can leaders know what their people understand and
 what they don’t. Feedback is critical to ensuring that efforts in
communicating the vision have not fallen on deaf ears or been
misunderstood and that the vision will not be misrepresented further
down the line.

Act consistently with the vision

It is not enough to communicate vision verbally. Leaders and managers
must role model the behaviors that they expect their people to perform.
Without this consistency between words and action, credible leadership
and the change project will dissipate rapidly, and resistance will grow.

Part III

Note: Maximum 75 words for answering Question 6

Critically analyse the major…

Question 6
 Lack of adequate infrastructure and unaffordable price of EVs.
In addition to that inadequate charging infrastructure, long
charging time, reliance on battery and other components
imports, and lack of quality maintenance and repair options are
 the restraint factors.

 Uninspiring bottom-end engine performance. This up-rated

turbocharged petrol motor is quite powerful than the one in the
older model. ...
 Mediocre fuel efficiency. Due to the weak bottom-end engine
performance and a kerb weight of 1,260kg, the Nexon ends up
gulping down quite a lot of fuel.

Note: Maximum 150 words for answering Question 7

Recommend the potential solutions for…. new sales pitch for selling
Question 7a
EVs to customers.

Potential solutions to overcome roadblocks:

1. People-oriented: Roadblocks due to on-ground people resistance

 during change implementation
2. Process-oriented: Roadblocks due to inefficient processes or
hierarchies during change implementation Within people-oriented
roadblock, we can categorize them into the following categories:
1. Active resisters: People who openly and vocally oppose the change
and encourage others to join them 2. Passive resisters: People who do
not commit their time and efforts even though they do not openly
oppose the change
3. Confused individuals: People who do not understand the change -
they neither oppose nor actively support the change.

Note: Maximum 150 words for answering Question 7

Recommend the potential solutions for…. against a standard

Question 7b
onboarding timeline of 3 months.

Vendor onboarding refers to the process of collecting the information

 needed to approve a company as a supplier and enabling your
organization to conduct business, purchase goods and services, and
make payments to that company. One of the most important aspects of
the vendor onboarding process is making sure the prospective supplier
complies with laws, regulations, and standards required by your
organization.
 mitigate risks;
 streamline processes and increase efficiency;
 ensure compliance with regulations;
 develop a positive reputation in the industry;
 increase ROI;
 reduce redundancies;
 track data and workflows;
 automate basic tasks;
 reduce time to approve and activate new suppliers;
 cut out intermediaries and reduce human error.

Note: Maximum 150 words for answering Question 8

Say the Tata group….

Question 8
The top three recommendations to TATA motors EV to expand its short
term wins to long term success:
1.Breaking Barriers: Despite losing the first quarter due to the
lockdown, the industry has sold about 3,000 electric cars (2,959 units
precisely) during the April-November 2020 period. This is without the
fleet segment, which reported 80-85 per cent decline as it was
underutilised. So, the entire growth was driven by the personal
segment, which was perceived as a slower adopter due to some
barriers.

2.Attracting users: The Nexon model itself is stylish and the safest car
with the highest rating. Combinations all these factors helped change
buyer perception about EVs. Today, if anyone is planning to by a car in
₹10-15 lakh range in big cities, he/she will definitely consider Nexon
EV.”

Bold decisions: Tata Motors took the bold decision of entering personal
segment when all pointers were directing towards fleet for growth.