TCS Annual Report 2013-14 Financial Highlights

Total Page:16

File Type:pdf, Size:1020Kb

TCS Annual Report 2013-14 Financial Highlights Contents Board of Directors 02 Financial Highlights 03 Our Leadership Team 04 Letter from CEO 05 Customers Speak 07 Associates Speak 08 Community 10 Committed to the Future 11 Management Team 13 Notice 14 Directors' Report 24 Management Discussion and Analysis 32 Corporate Governance Report 70 Business Responsibility Report 86 Consolidated Financial Statements Auditors’ Report 102 Consolidated Balance Sheet 104 Consolidated Statement of Profit and Loss 105 Consolidated Cash Flow Statement 106 Notes forming part of the Consolidated Financial Statements 108 Unconsolidated Financial Statements Auditors’ Report 142 Balance Sheet 146 Statement of Profit and Loss 147 Cash Flow Statement 148 Notes forming part of the Financial Statements 149 Statement under Section 212 of the Companies Act, 1956 relating to subsidiary companies 184 Board of Directors (Standing - Left to Right) (Seated - Left to Right) O P Bhatt V Kelkar Director Director A Mehta C M Christensen Director Director I Hussain N Chandrasekaran Director Chief Executive Officer and Managing Director V Thyagarajan Director C P Mistry Chairman P A Vandrevala Director S Ramadorai Vice Chairman Photo taken at TCS Seven Hills R Sommer Campus, Cincinnati, Ohio, USA Director 02 I TCS Annual Report 2013-14 Financial Highlights Net Profit 37.7% Up 37.7% Y-o-Y @ 19,164 crore EBITDA 39.4% Up 39.4% Y-o-Y @ 25,153 crore Revenue Up 29.9% Y-o-Y @ 29.9% 81,809 crore TCS: A Power Brand TCS brand value up by US$ 3.04 billion in 2014 Overall brand value in 2014 US$ 8.2 billion A 3X increase in the growth of our brand value Consolidated our “Big 4" position in the IT services category 58% growth in brand value “TCS” the Fastest Growing IT services brand in 2013 worldwide Top Industry Rating Source: Brand Finance Global 500 Study 2014. Strongest brand rating in industry: Prepared exclusively for Tata Consultancy Services Brand strength rated at AA+ TCS Annual Report 2013-14 I 03 Our Leadership Team A Mukherjee N Chandrasekaran R Gopinathan Executive Vice President and Global Head - HR Chief Executive Officer and Managing Director Chief Financial Officer 04 I TCS Annual Report 2013-14 Letter from CEO Dear Shareholders, Your Company posted another stellar energy and commitment of over Big Data, Social Media, Cloud performance in 2013-14 and 300,000 TCSers, whose passion for Computing and Robotics – what we continued to maintain its growth technology and dedication to the refer to as the “Digital Five Forces”, is momentum to record consolidated customer, is unparalleled in this rapidly changing the world around us. revenue of ` 81,809 crore (up 29.9%), industry. It is shaping how we interact, respond while the disciplined approach to and connect with one another as operations helped your Company Your Company’s services portfolio individuals or as companies and even post net profit of ` 19,164 crore continued to grow, with an increase as governments. (up 37.7%) and realise a strong in customer base across all revenue margin of 23.4% (up 134 bps). bands. For instance, in 2013-14, the At a macro level, global IT spending number of customers in US$ 1 million continues to grow year-on-year and it Your Company has continued the plus band increased to 714 (addition is my firm belief that the Digital Five practice of consistently rewarding its of 76 new customers) and in the Forces are going to accelerate this shareholders, with dividends. This US$ 100 million plus band to 24 trend, as IT usage increases across year, the total dividend is ` 32 per (addition of 7 new customers). industries. The on-going investment share, including ` 20 per share of your Company, in these recent proposed as final dividend. Earnings I take this opportunity to describe the trends, will enable it to play an per share increased from ` 70.99 in recent key technology trends and impactful role, in this technology the previous financial year to ` 97.67. their tremendous transformative revolution. impact on society, business and This strong performance would not communities. It is my belief that the From an industry perspective, the have been possible without the clutch of new technologies - Mobility, impact of the Digital Five Forces on TCS Annual Report 2013-14 I 05 the world around us, will be of a platform or SMS, suggesting on social platforms and a well higher magnitude than the immediate corrective action, or even appreciated reward and recognition technology cycles, like e-business a personal visit. And that’s not all. programme. and enterprise systems that have Patients will be able to define their driven business in previous decades. peer set of friends, acquaintances Rigorous R&D in your Company is Those technologies helped digitally and family to emulate and see the leading to innovation in tools, enabled global corporations to relative fitness of this group. Hence, products and platforms, resulting in connect their supply chains and the healing can start before the onset more Intellectual Property Rights promoted efficiency through better of harm. (IPR) being created. We have information flow across increased our patent filings organisations. What the Digital Five This is how the Digital Five is helping significantly; so far 1,746 patent Forces are doing, is to complete the us re-imagine healthcare. applications have been filed, of entire transaction loop, by bringing which, 114 have been granted. in the most important element of S i m i l a r t ra n s fo r m ations are business, namely, the individual simultaneously being witnessed in Your Company continues to invest in consumer. multiple industries. Your Company green and intelligent world-class is playing a pivotal role in this infrastructure and campuses in Tier I To illustrate this impact and re-imagination journey, with many of as well as Tier II cities in India and also demonstrate the transformation, its customers across markets and across the world. I would like to use Healthcare as an industries. By investing early, your example. Healthcare will no longer Company has built up significant In 2013-14, your Company set up a remain a reactive exercise, as it is scale in capabilities across the Digital unique initiative in Saudi Arabia by today. For long, we have been used to Five Forces. We continue to build our launching the world’s first all-women seeing a doctor, only when we fall ill. Intellectual Property in these areas as Business Process Services unit. Your Health is our most precious asset, well. Company is investing on an on-going and sometimes we notice the basis, to build its brand in key problem only once it impacts our I believe, the capabilities built in this markets. I am delighted to inform you lifestyle. This scenario is changing area will ensure that your Company that your Company has become the fast. continues to remain relevant to the Title Sponsor of the TCS New York City customers. I expect our strengths in Marathon, which is one of the world’s Looking after our health will become these areas to be a major driver of largest and most famous long- an on-going planned activity. revenue and profitability in the distance races. Wearable devices, that collect future. information from the human body I am also happy to report, that your and monitor health 24/7, are Your Company is also investing in the Company was recognised world becoming accessible to consumers Digital Five Forces to create the next- wide,for its leadership and in a form that can be easily adopted. generation social organisation, excellence, across various This data will be collected and which engages all employees, dimensions, by influencers, transmitted through smart phones; regardless of location, while making customers and media. stored in the cloud; analysed and them more productive and compared with other patients using energised. On behalf of the entire Company and big data techniques and smart its leadership team, I want to thank all analytics. If something of concern With a fast expanding organisation shareholders for their co-operation crops up in these continuous that has inducted and integrated and commitment. I look forward to diagnostics, the family doctor or a over 50,000 new professionals in the your continued support, as your clinic will be notified. They will be past 12 months, your Company Company embarks on the next phase able to access the patient’s data continues to be recognised as a of its growth journey. online and make the diagnosis while benchmark brand for IT viewing all the relevant patient professionals. At around 90%, it has information, including family the highest retention rate in the Warm regards medical history, in just a few clicks. industry, globally. Your Company N Chandrasekaran The doctor will then send a direct continues to invest in capabilities of Chief Executive Officer and message to the patient, through TCSers, through training in new Managing Director private channel on social media technologies, engaged collaboration May 21, 2014 06 I TCS Annual Report 2013-14 Customers Speak TCS North America Customer Summit - 2013 World Economic Forum (DAVOS) - 2014 TCS Australia & New Zealand Customer Summit - 2013 “TCS has been a very strategic “Anything is possible, “We needed a partner, who had the partner for us… They’ve helped us from modifying our architecture right people, the right behaviour, deliver on so many key business to a complete provider and system and the culture that would really gel results, as a new, stand-alone switch. In TCS, we have unearthed with National Grid’s own culture company. They have worked a partner with whom we can to make this a success.” diligently with us to identify where collaborate on any technology, we need to be in terms of our no matter what direction business systems, infrastructure, we choose to take.” application portfolio.” Ray Lowry Otmar Preisinger Jon Carlton Chief Information Officer, IT Director, SCM Planning Services, Director of Shared Services, McGraw Hill Education Infineon Technologies AG National Grid (UK) “TCS certainly deserves a word of “The Global Network Delivery “Over the years, TCS has built appreciation and congratulations Model proved to be very efficient.
Recommended publications
  • TCS Annual Report 2010-2011
    Awards and Recognitions Global Media Awards Leadership Awards nNo. 1 Employer in India (Dataquest) N. Chandrasekaran nBest CEO in India – 2010 (Finance Asia) nNo. 1 IT firm (Dataquest) nBusiness Leader of the Year – 2010 nBest IT-Software Company (NDTV Business (All India Management Association) Leadership Awards 2010) nBest Executive in India – 2010 (Asiamoney) nMost Admired IT Company of the Year S. Mahalingam (Bloomberg-UTV) nBest CFO in India – 2010 (Finance Asia) nBest Performing CFO in IT and ITeS sector – 2010 nIndia’s ‘Best Managed Company’ (Finance Asia) (CNBC TV18) nNo. 5 in Bloomberg Businessweek's Tech 100 nInducted to CFO India Hall of Fame – 2010 nListed among Forbes Asia's Fabulous 50 companies nTop 3 consulting companies in Belgium (Data News Awards for Excellence) Cover image: TCS Siruseri, Chennai, India The Annual General Meeting will be held on Friday, July 1, 2011, at Birla Matushri Sabhagar, Sir V. T. Marg, New Marine Lines, Mumbai 400020, at 3.30 p.m. As a measure of economy, copies of the Annual Report will not be distributed at the Annual General Meeting. Members are requested to bring their copies to the meeting. Board of Directors As of March 31, 2011 (Standing - left to right) R Sommer S Mahalingam I Hussain V Kelkar P A Vandrevala A Mehta V Thyagarajan Director Chief Financial Officer Director Director Executive Director and Head, Director Director and Executive Director Global Corporate Affairs 02 I TCS Annual Report 2010-11 (Sitting - left to right) Laura Cha S Ramadorai R N Tata N Chandrasekaran C M Christensen
    [Show full text]
  • OTC TCS 2005.Pdf
    1 Annual Report 2004-05 Contents Board of Directors ............................................................................................................................................................................................................................... 3 Management Team ............................................................................................................................................................................................................................. 4 Message from the CEO...................................................................................................................................................................................................................... 6 Notice........................................................................................................................................................................................................................................................ 8 Directors' Report ............................................................................................................................................................................................................................... 15 Management Discussion and Analysis ................................................................................................................................................................................... 30 Corporate Governance Report...................................................................................................................................................................................................
    [Show full text]
  • Cross Cultural Negotiation Process Are More Complex and Difficult, but Will Surely Help in Overcoming Barriers and Failures in the International Business Arena
    Journal of Business Management and Economics 3: 11 November (2015). Contents lists available at www.innovativejournal.in JOURNAL OF BUSINESS MANAGEMENT AND ECONOMICS Homepage: http://innovativejournal.in/jbme/index.php/jbme Case Studies: Resolving cross-cultural issues in doing Business in China. Dr.Saikat Gochhait Assistant Professor-Marketing, Asian School of Business Management, Bhubaneswar Email: [email protected] DOI: http://dx.doi.org/10.15520/jbme.2015.vol3.iss11.159.pp41-46 Abstract: The impact of international business in domestic markets compels us to ask a question: "How can we survive in this global playing field, and what can we do to run our businesses more effectively?" Nowadays, businesses of all sizes search for suppliers and customers on a global level. International competition, foreign clients and suppliers may become bit cautious, but they may also create huge opportunities in developing our business. The increasingly global business environment requires managers to approach the negotiation process from the global business person's point of view. This approach may not be relevant in domestic negotiations. Some of the components of a cross cultural negotiation process are more complex and difficult, but will surely help in overcoming barriers and failures in the international business arena. When doing business internationally, we need to consider (Salacuse, 1991): 1. The negotiating environment 2. Cultural and sub-cultural differences 3. Ideological differences 4. Foreign bureaucracy 5. Foreign laws and governments 6. Financial insecurity due to international monetary factors 7. Political instability and economic changes If we consider the fact that negotiating with our fellow citizen is not an easy task due to many individual differences, it would be reasonable to suggest that negotiating with foreigners may be even more difficult.
    [Show full text]
  • Corporate Sustainability Report 2019
    Corporate Sustainability 2018 Report 2019 Contents About TCS 3 About the report 4 CEO’s Message 5 Organizational Profile 8 TCS by numbers 9 Stakeholder Engagement and Materiality Definition 10 § Material Topics 13 PROFIT 15 § Corporate Governance 15 § Relative Outperformance 20 § Strategy for Business Sustainability 20 § Structured for Agility 20 § Investments in Research & Innovation 21 § Information Security 21 § Data Privacy 22 PEOPLE 23 § Talent Management 23 § Talent Acquisition 24 § Talent Diversity 25 § Talent Development 25 § Competitive Compensation 26 § Talent Retention 26 § Occupational Health and Safety 26 § Community Initiatives 28 STEM EDUCATION 29 § Ignite My Future in School 29 § TCS Digital Explorers 30 § Artificial Intelligence (AI) and Robotics 30 § Australia GoIT Girls - Women in STEM 31 § STEM Education through Drones 31 § STEM in China 31 § Lab on Bike 32 § LaunchPad and InsighT 32 BRIDGING THE DIGITAL DIVIDE 33 § Adult Literacy Program 33 § BridgeIT 35 § IT Employability 36 § Digital skills for the visually impaired 37 § Cancer Care 38 § DiNC enabled Care Continuum 39 § Other Initiatives 40 § VHAB 40 § Digital Impact Square (DISQ) 40 § Microbiome-Based Diagnostic Solutions 40 § Integrated Solutions for Elderly Care (Singapore) 40 § Accessibility Platform for Digital Publishing (India) 40 § TCS Research Scholarship Program (India) 40 § Digital Farming and Fishing (India) 41 § CSpathshala (India) 41 § Pan IIT Alumni Leadership Series (PALS) 41 Planet 42 § Reducing the Carbon Footprint 42 § The Path to Energy Efficiency 44 § Other Emissions 45 § Value Chain Emissions 45 § Water Conservation 46 § Waste Reduction and Reuse 46 § Responsible Sourcing 47 § Employee Engagement 47 Awards and Recognition 49 GRI Context Index 51 About Tata Consultancy Services (TCS)1 TCS, an IT services, consulting, and business solutions provider, has been partnering with the world’s largest businesses in their transformation journeys for the last fifty years.
    [Show full text]
  • Chairman of the Governing Council, Tbexg
    Tata Network Forums Global updates April 2017 S Padmanabhan Chairman of the Governing Council, Tata Business Excellence Group From the Desk of the Chairman of the Governing Council, TBExG Tata Network Forums (TNFs) have long been a medium of collaboration and connect for Tata companies based in different geographies. In the last three years, companies in the ten TNFs across the globe have increasingly started to come together to support and learn from each other. During the past six months, most TNFs have connected in a meaningful way to enable important areas for the Tata group, including areas like innovation, best practices, safety, sustainability, ethics, affirmative action, communications, business excellence, customer centricity, digitisation and public affairs. The best practices sharing and adoption journey gained momentum through the TNFs, with many Tata companies coming together to learn from best practices in different areas of business. The first ever external Tata Learning Mission took place in Singapore in March 2017, in which world-class companies like Singapore Airlines, EDB- Accenture, Sembcorp Industries, DBS Bank and educational institutions like Singapore Management University, National University of Singapore and Nanyang Technological University shared their best practices. The insightful visit helped the participants visualise the way these eminent organisations functioned, and take the learnings back to their companies. A common theme running across the TNFs was the Tata InnoVista, for which regional rounds took place in the respective geographies and winners went on to the final round in Mumbai. This is the fifth issue of the TNF newsletter. Over these past years, we have seen the quality of activities maturing, with many companies increasingly connecting with and learning from each other through TNFs.
    [Show full text]
  • Corporate Sustainability Report
    Corporate Sustainability Report 2010-11 Report Application Level * Please see GRI Application Level Check Statement page 91 About the Report TCS publishes Sustainability Reports annually, the last report being for Financial Year 2009-10. This is our fifth Sustainability Report, for Financial Year 2010-11 (April to March). It has been prepared in conformance to the G3.1 Sustainability Reporting Guidelines published by the Global Reporting Initiative (GRI). The report addresses the key sustainability topics gleaned through interactions with the different stakeholder groups, based on the core principles of materiality and stakeholder inclusiveness. These topics cover the full range of material economic, social and environmental impacts of the organization. The report boundaries and exclusions are provided below: Data Basis Exclusions Financial TCS' Consolidated, Global Operations None Human Resources TCS Ltd’s global operations, including Subsidiaries not wholly owned by wholly owned subsidiaries TCS (accounting for 11.7% of consolidated headcount). Environmental Delivery centers in India Delivery centers outside India (accounting for <5% of rev) Data measurement techniques and the bases of calculations and estimates are furnished in the relevant areas of the report. We don’t believe there is any substantial divergence from the Cover: The Banyan Tree (Ficus Bangalensis), which lives on for hundreds of years, is the ultimate symbol of GRI Indicator Protocols. sustainability. Its broad, green canopy supports an entire eco-system, providing shelter to various species of birds, There have been no significant changes from the last reporting period in the scope, boundary, or arboreal animals and insects. Its roots grow long and run deep, securing the ground and reducing soil erosion.
    [Show full text]
  • Annual-Report-2020 (A) Indicate the Frequency with Which the Board of Directors, Committee of the Board Or CEO to Assess the BR Performance of the Company
    ŕœŔŜƠŕœ ¯Åâ¨Ùâ Ǥ>>\Ǥ8QNBQY NåÙÖÊÜƠÙ¯ÿÅƎ Qܯ¿¯ÅâƎ ǤÖâ¿Ǝ About TCS1 Theme Tata Consultancy Services is an IT services, consulting Recent events have highlighted the importance of building and business solutions organization that has been partnering organizational resilience, agility and adaptability. At the heart with many of the world's largest businesses in their of any organization’s resilience is its people, supported by Recent Annual enabling processes and technologies. Empowered people, transformation journeys for over 50 years. TCS offers Report Themes a consulting-led, cognitive powered, integrated portfolio who are driven by a sense of organizational purpose, take ownership for outcomes. They know the right thing to do of business, technology and engineering services and FY 2019 during a crisis, even when no explicit directions are provided. solutions. This is delivered through its unique Location Growth and Transformation TM with Business 4.0 Independent Agile delivery model, recognized as TCS’ track record of navigating multiple economic cycles and a benchmark of excellence in software development. technology changes over the past five decades can be traced to its culture of empowerment and its purpose-driven A part of the Tata group, India's largest multinational worldview. The company is best described by this year’s business group, TCS has over 448,000 of the world's theme: Purpose Driven. Resilient. Adaptable. best-trained consultants in 46 countries. The company generated consolidated revenues of US $22 billion During these difficult times, TCS is staying close to customers in the fiscal year ended March 31, 2020, and is listed and helping them develop and implement their own purpose- on the BSE (formerly Bombay Stock Exchange) driven strategies, and enhance their organizational resilience FY 2018 FY 2017 and the NSE (National Stock Exchange) in India.
    [Show full text]
  • Tata Network Forum Newsletter
    Tata Network Forums Global updates APRIL 2019 - MARCH 2020 1 04 TNF India - East 07 TNF India - West 09 TNF India - South 12 TNF India - North 14 TNF Europe 16 TNF China 18 TNF ASEAN 19 TNF North America CONTENTS 23 TNF MENA 2 From the Desk of S Padmanabhan he world today is a complex business environment with multiple issues being faced in different corners Executive Chairman, T of the world. Given the geographic and business expanse of Tata Business Excellence Group the activities of the Tata companies, Tata Network Forums (TBExG) (TNFs) play an important role in bringing together different Tata companies facing similar issues. They enable companies to derive the strength of the Group as a whole. In the past year, Tata companies across the world have come together through TNFs to share and learn from each other as well as unite its employees. Companies shared best practices, conducted sessions and organised workshops on topics including Digital, Customer Centricity, Data Analytics, IPR, Synergy, Safety, Business Excellence, Communications, Strategy, HR, Procurement, Manufacturing, One Tata, CSR, Sustainability, Innovation and much more. TNFs also came together for Group initiatives like Tata InnoVista, Tata Volunteering Week, Tata Crucible and Tata Ethics Conclave. Many TNFs also utilised this forum to bring together employees and introduce people through social activities like One Tata Run and Antakshari competitions. I expect Tata companies to continue to leverage this great medium to connect, learn and become stronger. 3 TNF INDIA The Indian chapter of TNF is comprised of TNF India - East, TNF India - West, TNF India - South and TNF India - North.
    [Show full text]
  • Executive Chairman, Tbexg
    Tata Network Forums Global updates October 2016 S Padmanabhan, Executive Chairman, Tata Business Excellence Group From the Desk of the Executive Chairman, TBExG Tata Network Forums (TNFs) are a critical institution in bringing together a group as diverse as the Tatas. The role of TNFs is especially important in advancing the Tata group’s business excellence journey. Tata companies continue to leverage TNFs for Heads of Companies meetings to discuss matters of importance for companies in their geographies. In addition to the networking opportunities, TNFs bring together different companies in regions across the world to learn, share and discuss on topics that are relevant to all of them. During the past nine months, companies in all the ten TNFs actively engaged with each other. During this period, TNFs around the world continued to support the quest of innovation within the group, facilitating the regional rounds of Tata InnoVista, from which the winners went on to the finals in Mumbai. The Tata Young Expressions award functions were also celebrated along with these sessions. An important agenda for all the TNFs remained the sharing of best practices from companies in the same regions. Various best practice sharing sessions, workshops and meetings were held in TNFs, enabling companies to take advantage of the plethora of practices that are residing within the Tata group. These sessions included themes like HR, Sustainability, Safety, Strategy and Affirmative Action, all areas that are important from the group perspective. I must mention that the Safety training sessions for women that have taken place in various geographies through the TNFs have received an overwhelming response within the group.
    [Show full text]
  • Tata Indicom Delivers Cellular Services Through Its CDMA Mobile Telephony Platform
    TATA TATA GROUP PROFILE The Tata Group comprises 96 operating companies in seven business sectors: information systems and communications; engineering; materials; services; energy; consumer products; and chemicals. The Tata Group has operations in more than 54 countries across six continents, and its companies export products and services to 120 nations. Tata companies together employ some 2,46,000 people. The Group's 28 publicly listed enterprises ² among them stand out names such as Tata Steel, Tata Consultancy Services, Tata Motors and Tata Tea ² have a combined market capitalization that is the highest among Indian business houses in the private sector, and a shareholder base of over 2 million The Tata family of companies shares a set of five core values: integrity, understanding, excellence, unity and responsibility. vISION Purpose At the Tata Group their purpose is To improve the quality of life of the communities they serve. They do this through leadership in sectors of national economic significance, to which the Group brings a unique set of capabilities. This requires them to grow aggressively in focused areas of business. Their heritage of returning to society what they earn evokes trust among consumers, employees, shareholders and the community. The Tata name is a unique asset representing leadership with trust. Last But Not Least Nation Building And Social Welfare. Milestones 1868 The TATA Group was founded by Jamsetji Nusserwanji Tata in the mid 19th century, a period when India had just set out on the road to gaining independence from British rule. 1874 The Central India Spinning, Weaving and Manufacturing Company is set up, marking the Group's entry into textiles.
    [Show full text]
  • Sustainability of Business Performance
    Corporate Sustainability Report 2012-13 Empowering ABOUT THE REPORT TCS publishes Sustainability Reports annually, the last report being for Financial Year 2011-12.This is our seventh Sustainability Report, for Financial Year 2012-13 (April to March). It has been prepared in conformance to the G3.1 Sustainability Reporting Guidelines published by the Global Reporting Initiative (GRI). The report addresses the key sustainability topics gleaned through interactions with the different stakeholder groups, based on the core principles of materiality and stakeholder inclusiveness. These topics cover the full range of material economic, social and environmental impacts of the organization. The report boundaries and exclusions are provided below: Data Basis Exclusions Financial TCS' Consolidated, Global Operations None Human Resources TCS Ltd’s global operations, including Subsidiaries not wholly owned by wholly owned subsidiaries TCS (accounting for 10.3% of consolidated headcount). Environmental Delivery centers in India and UK, Delivery centers outside India Hungary, China, Philippines, Chile, (accounting for ~5% of rev) Uruguay and Mexico. Data measurement techniques and the bases of calculations and estimates are furnished in the relevant areas of the report. We don’t believe there is any substantial divergence from the GRI Indicator Protocols. There have been no significant changes from the last reporting period in the scope, boundary, or measurement methods applied in the report. There has been no restatement of information provided in earlier reports. The data is sourced from Ultimatix, our core enterprise platform which runs all internal processes in HR, Finance and Project Management and is also the portal for employees to provide their opinions and feedback.
    [Show full text]
  • Cross Cultural & Strategic Management
    Cross Cultural & Strategic Management Cross Cultural & Strategic Management Humanistic Leadership in the Tata Group: The Synergy in Personal Values, National Cultural Ethos, and Organizational Strategy Journal: Cross Cultural & Strategic Management Manuscript ID CCSM-01-2020-0025 Manuscript Type: Research Paper Keywords: Leadership, Culture, Strategy http://mc.manuscriptcentral.com/ccsm Page 1 of 25 Cross Cultural & Strategic Management 1 1 2 3 4 Abstract 5 Cross Cultural & Strategic Management 6 7 Humanistic leadership with its emphasis on greater good of employees and communities is 8 9 highly relevant to modern world. Present research is an attempt at unravelling the 10 11 characteristic features of humanistic leadership in the Tata group in India, and to explicate the 12 13 14 key facilitating factors. In-depth interviews with four top leaders of the Tata companies 15 16 revealed the emphasis on the following qualities: 1) Adherence to basic core values with 17 18 flexibility to add more, 2) Means take priority over the ends, 3) Familial orientation, 4) 19 20 21 Community and employee-oriented practices, 5) Alignment with Indian cultural values. 22 23 These resonated with the humanistic leadership tenets. We also identified that in Tata 24 25 leadership, there is an amalgamation of personal values (good thought, word, and deed) and 26 27 national cultural ethos (dharma, karma, and jnana). These leadership values are conveyed and 28 29 30 institutionalised in the organisation via strategic initiatives such as the Tata Business 31 32 Excellence Model and Tata Code of Conduct. This synergy of personal values, national 33 34 cultural ethos and organisational strategy makes Tata group realise the humanistic leadership 35 36 37 objectives, while achieving success as a business also.
    [Show full text]