COURSE: LEADING CHANGE FOR SUSTAINABLE FUTURES

CASE STUDY: ELECTRIC VEHICLES IN INDIA

Student name: Tushar Wadhwa

Part I

Question 1 Identify the change….

Tata motors is taking a commendable initiative in the history of Indian

motors. They are taking the lead in the transition and work with other
companies in the tata ecosystem to help create a viable environment for
adoption of electric vehicles. It was a need of the society and our earth
to replace the old combustion engine vehicles with some better
alternatives to reduce the emission of harmful gases and depletion of our
valuable fossil fuels. It was tata motors that identify this need and came
up with their new initiative of electric vehicles. Electric vehicles are
cleaner than conventional internal combustion engine (ICE) vehicles as
they do not emit harmful gases. And if the electricity that powers them
originates from a clen source, it adds to the green appeal of the electric
vehicles for instance, they are as clean as the electricity that powers
them.

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 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.

Which company among….

Question 2a
Globally the automotive industry is witnessing disruptive innovations
and technological changes and they are leading to new products and
business models including shared mobility, autonomous and connected
vehicles.
Concerns about sustainability are leading the governments across the
world to push for reduction in the carbon footprint, encouraging the
adoption of electric vehicles.
So, with these initiatives are primarily aiming at providing a
sustainable automobile industry. Then from the companies’ point of
view, it would certainly increase the competitive advantage of the
company in the market. Through this they are aiming to increase their
partnership and investments and to increase the sales.
 On the basis of your SWOT analysis….
Question 2b
SWOT Analysis of TATA Motors EV:

(S) Strength:
• Strong Brand with diversified product portfolio.
• Strong performance of Jaguar Land Rover.
• Efficient Customer

(W) Weakness:
The revenue of Tata Motors is heavily dependent on the JLR segment,
which can hit the business and profitability.

(O) 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.

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

SWOT Analysis of Mahindra Electric:

(S) Strength:
• Strong Market Position.
• Innovative Concept.
• Strong Business Model.
• Large customer base and geographical outreach.

(W) Weakness:
• Lack of financial and technical resources.
• Devaluation of Mexican currency.
• Lack of expertise in operating in U.S markets.

(O) Opportunities:
• Increase demand of theme park.
• High internet penetration.
• Increased mobile phone usage.

(T) Threats:
• Currency devaluation.
• Intense domestic and international competition.

Based on your analysis:

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

Going by the statements….

Question 3
The key features of the leader’s 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 must 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.
A vision should be short and crisp description of foreseeable future
with a positive meaning attached to it.

Following are some key features of a change vision.

1. Inclusive: It should resonate with people from different background,

skills, culture, and geography. Typically, such resonance can be
achieved when the vision is easy to understand.

2. Logical and passionate: It should be sensible as well as emotionally

appealing to the people in the organization.

3. Flexible: It should be flexible enough to adopt to the changing

external and internal environment.

Benefits of a change vision:

• Clear objectives allow you to make decision easier and avoid

pursuing wasteful projects.
• A clear target motivates people to take the action necessary to reach
it.
• A vision helps to coordinate the efforts of the parties involved.
• The change initiatives are the steeping – stone needed to reach the
vision.
 Recommend the various communication strategies…before the change
Question 4a
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 act to show that
the organisation values its people and the contribution they make
toward achieving the vision.

Recommend the various communication strategies…during the change

Question 4b
1. 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.

2. 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.

3. Act consistently with the vision:

It is not enough to communicate vision verbally. Leaders and managers

must role model the behaviour 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.

Critically analyse the major…

Question 5
The main factors of success of Nexon have been the performance of the
vehicle at a range of Rs.11,00,000/- as compared to its counterparts like
TESLA, HYUNDAI etc.
Some other very useful factors are the merger with many international
brands like Jaguar which has really helped the brand, more emphasis
on technology changes required, collaboration of more talented
engineers and the ability to understand the Indian market. A strong
R&D team has played the major game changer for the tata motors.

• 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.
 Recommend the potential solutions for…. new sales pitch for selling
Question 6a
EVs to customers.

There are always roadblocks in absorbing a new technology be it

engineering sales or after sales. The only possible way to overcome this
is by training each employee on the present technology to the fullest.
There should be compulsory trainings to build confidence, the
ignorance brings lack of confidence and thus resistance. The company
should design a module where each worker from engineering to sales
gets to know about the vehicle intensively, the doubt clearing should be
undertaken in a real-world scenario which would help the workers to
act in an appropriate way.

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.

This 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.
 Recommend the potential solutions for…. against a standard
Question 6b
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.

The most essential part of an EV is a battery system, the standard time

which is 3 months would aim at running a complete background checks
and performance checks by third parties and online data available. This
could be overcome by hiring a team which is globally present and
known with respect to quality they deliver. Once we have few dealers
then we may fix face to face meetings with respect to our needs and if
anyone may deliver what we need then he will be the desired candidate
 and we move forward with him. The focus should be figure out
candidates who have experience in this field rather than considering
new candidates. An experienced candidate should also be able to tackle
government documents more easily and with less time frame.

The Tata Group….

Question 7
As the Nexon has achieved tremendous success and because of which
the organization is planning to expand the production, some
recommendations which I would like to make for further success would
be.

1. To reach more common man.

The company should be able to reach more common man by
understanding their needs with respect to the vehicle of their dreams.
The company should try to run campaigns where they could learn what
a common man wants and what they hate about owing a Tata car, this
would help to understand and make changes accordingly.

2. Collaborate with government to provide more subsidies on the

EV market.
The present scenario forces the customer to avoid EVs as they are
expensive, this could be balanced when special subsidies are available
for customers and deduction in taxes if we own a green EV. This would
motivate people to prefer an EV rather than a polluting IC engine car.
This would surely boost the purchase of EVs.

3. Training of all the after-sales service Centre and of sales

department.
The aim of the organization should be training all the workers in
showroom and in the after-service centers so that the customer should
be able to reach out easily if any issues occur. The sales department
should be able to pitch the customers on the benefits of owning a Tata
EV.

Also, 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
underutilized. 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 consider Nexon EV.

3.Bold decisions: Tata Motors took the bold decision of entering

personal segment when all pointers were directing towards fleet for
growth.