LEADING CHANGE FOR SUSTAINABLE FUTURES
CASE STUDY: ELECTRIC VEHICLES IN INDIA
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Question 1a
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What is the change 1. Choose the right industry infrastructure:
EV is the right future early first and make first product it is already
achieved target customers across the globe but in India around 0.06% consumer
use EV vehicles. 2. Adopt FAME 2.0 (Faster adaptation
and manufacturing of hybrid and electric vehicle in India policy as per
organization moldings. 3. Choose the right product: Make
product and process simple and reduce complexity includes components cost
reskilling change in organization process and infrastructure. 4. Implementation and branding work: Reduce
higher cost, monetary gains brands improvement better customer support and
network infrastructure in terms of charging stations and services.
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Question 1b |
What kind of change…. EV Change initiative: 1.
Incremental change: Changes that
incur low complexities and also have a low impact on the organization. Like
nexon fossil fuel to EV model. 2.
Quick wins: Changes that incur
low complexities but have a high impact on the organization. Tata EV focusing
on clean energy model power station, lithium battery and low cost EV car
model by adapting by getting subsided from national electric mission mobility
plan.
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Question 2 |
Imagine that a board meeting…. Stakeholders of
changes based on The AIM (Accelerating Implementation Methodology) CAST
model. The first step in
preparing a change plan is to identify the important stakeholders in the
initiative. stakeholders help to determine the plan not
only being part of the plan. The stakeholders work actively towards the
change. helps to classify the
stakeholders of a change initiative. 1.
Champions: CEO1 believing in commitment
towards changes and overlooks the entire transition: from
planning effecting and in terms of
finances and resources 2.
Targets: CEO2 Focuses on the impact
that it will have on the company in the short term and long-term. Also aims
to spotlight its own products and values. 3.
Sponsors: CEO3 Offers necessary
resources for the change including the workforce and the talent for
handholding the team through the transition 4.
Agents: CEO4 Acts as a middleman
for the entire transition seeking for appropriate partners and investors.
Closely involved in the change.
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Question 3a |
Perform a SWOT analysis…. SWOT Analysis of TATA Motors EV: Strength: 1.
Brand Value and diversified
business portfolio 2.
International brand like jaguar 3.
Large Customer in automotive
segments variation vehicles 4.
strong R&D team and
infrastructure 5.
Cash cow support form tata group
Weakness: 1.
Unpredictive market segment 2.
Higher price 3.
Organizational level
restructuring Opportunities: 1.
Leading innovators in Indian
market share first come serves benefits. 2.
Large Indian market in all
automobile’s segments 3.
Localization of products as part
of make in India initiatives 4.
Charging station and clean
energy Threats: 1.
Local and global competitors 2.
Supply chain shortage 3.
Environmental measures to curb
pollution a threat to Tata Motors product portfolio. SWOT Analysis of
Mahindra Electric:
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Question 3b |
On the basis of your analysis…. On the study basis, SWOT analysis
of Tata Motors EV and Mahindra Electric Tata Motors is better than Mahindra
Electric as it has international level technology in jaguar so he can make
benefits from there. Tata Motors is better than
Mahindra Electric how? The following point show this: Both in terms safety and clean
energy features make advantageous in tata EV vehicle. 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. 3. Tata can better cater to the
needs of the fleet segment as they have financing options, pumps and ability
to produce in large quantities quickly as opposed to Mahindra. 4. Shows their commitment to
growth with better technology and performance 5. Wants to create a great range
of models and at a good price range for the Indian market
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Question 4 |
Going by the statements…. N Chandrasekaran on electric
vehicles, analyzing the key features of the leaders’ vision statement 1. To an Electric future : Due Rise
in global temperature and India have high pollution level Understands the
urgency of the situation to switch to EV segment. 2. Great opportunities in EV India :
Both safety and clean environmental requirements. Vision for overall nation
building development for the country and organization level as well. 3. Delightful journey and brand :
Based on brand values and trustable brand in automobiles encouraging citizens
to shift in EV segments. Market recognition and acceptance 4. Technology and performance advancement.
5. Good product at reasonable price.
Low-cost low maintenance encouragement.
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Question 5a |
Recommend the various strategies…before
the change Before the change 1.
Strategy: Manufacturing and implementation in EV
segment, utilizing government green initiative supports and subacidity. 2.
Structure: Build R&D team to focus on new areas
of innovation and development. 3.
Systems: stringent framework is tailored to
ensure efficient and quick workflow for large organization infrastructure.
4.
Shared values: Important transformation of leadership. 5.
Style: Conflict free Behavioral patterns (both negative and positive)
6.
Staff: transition focus team for
changed results.
7.
Skills: skillset in core competencies
of manufacturing, R&D, finances and marketing are strong and must be
leveraged accordingly.
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Question 5b |
Recommend the various
strategies…during the change During the change 1. Understanding the needs and
establish a sense of urgency by helping the team and all employees. 2. Collective coalition helps in maintaining structured and journey
together towards the transition 3. Both inventive and innovative strategy, and ensuring the employees
are aware of it 4. Clear vision to all employee about the transition. 5. Empowering and encourage employee moving towards this change 6. Offer short-term wins to motivate employees and help them
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Question 6 |
Critically analyse the major… Short term win. 1. Tata’s Nexon EV managed to crack
the market and a good number of people bought it amid the slowdown in the
market. 2. A smart strategy with a clear
focus on breaking the key EV barriers and partnerships with group companies
for establishing the EV ecosystem. 3. Building the momentum for
change:Tata Motors took the bold decision of entering personal segment when
all pointers were directing towards fleet for growth. 4. Restructuing of existing
manufactoring format. 5. Building team for Research and
development of product. 6. Recharge station
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Question 7a |
Recommend the potential solutions
for…. new sales pitch for selling EVs to customers.
Potential solutions to overcome roadblocks: The ADKAR model will help resolve this effectively. Awareness: Bring awareness to sales team in term of new technology, skills and
expertise. Desire: Provide incentives, motivation and desire to grow further. Knowledge: Provide training to enhance knowledge both in term of soft and
technical skills Ability: Listen to query and feedback, provide support and answers. Reinforcement: Successful and smoothness of output workflow.
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Question 7b |
Recommend the potential solutions
for…. against a standard onboarding timeline of 3 months.
Venders onboarding is very important task if it is single source of
suppliers. 1.
Make polices to allow multiple
vendors in short period of time. 2.
Do localizations or manufacture
the own product to reduce dependency of vendors. 3.
Make existing process more
efficient 4.
Auomate the process 5.
Enhance leadership build
trust and calm down the situation. 6.
Process data tracking and work
flow.
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Question 8 |
Say the Tata group…. The recommendations to TATA motors EV to expand its short term wins
to long term success: They use Kaizen event has a process: 1. Setting goals and provide any necessary background. Tata’s
Nexon EV managed to crack the market and a good number of people bought it
amid the slowdown in the market. 2. Reviewing the current state and develop a plan for
improvements. 3. Implementation and improvements. A smart strategy with a clear
focus on breaking the key EV barriers and partnerships with group companies
for establishing the EV ecosystem. 4. Review and fix what doesn’t work. It is based on customers feedback. 5. Reports and results and determining any follow-up items. A smart strategy with a clear focus on breaking the key
EV barriers and partnerships with group companies for establishing the EV
ecosystem.
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