The $125 billion Tata Group is undergoing a major transition as it prepares for the future by focusing on five important businesses: ecommerce, aviation, semiconductors and electronics, 5G, and batteries. “We have made big commitments to new businesses, and all five must deliver,” says Tata Sons chairman N Chandrasekaran to Kala Vijayraghavan and Bodhisatva Ganguli.
Chandrasekaran is particularly happy with the revival of the large Tata Group enterprises, which he attributes to synergies. Excerpts from an exclusive interview that have been edited.
Tata Sons and its subsidiaries are currently in an excellent position.
All of our initiatives were built around three pillars: strengthening the core, transforming the core, and developing new enterprises.
We have set aside a considerable amount of capital for Air India, amounting to almost Rs 15,000 crore in terms of equity alone.
We are addressing challenges on a systemic level, and there will be no band-aid solutions.
We are reorganising Air India through personnel, training, and the deployment of IT systems in order to provide superior products with a contemporary fleet and ground handling using data analytics.
All of our lounges need to be updated in terms of execution, design, customer service, and how to differentiate ourselves.
All of this takes dedication and enthusiasm, and it won’t happen quickly, but we’re working on it.
Air India employees are likewise willing to go to any length to make it happen.
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