Group Executive Council of Tata Sons dismantled, Mukund Rajan and Harish Bhat get alternative roles

The members of this coterie include CHRO head NS Rajan, strategist - Nirmalya Kumar , business development officer -Madhu Kannan, Harish Bhat, brand custodian - Mukund Rajan. Cyrus Mistry was a member of this advisory panel as well.

Group Executive Council of Tata Sons dismantled, Mukund Rajan and Harish Bhat get alternative roles
MUMBAI: The brain trust of Cyrus Mistry has been unceremoniously sacked, barring 2 people – Harish Bhat and Mukund Rajan . According to sources, they will get alternative roles. The Group Executive Council (GEC) of Tata Sons, an advisory team, set up by Mistry may be dismantled, with the exit of the chairman.

This coterie of six was formed to give strategic guidance to chairman Cyrus Mistry in 2013. The members of this coterie include CHRO head NS Rajan , strategist- Nirmalya Kumar , business development officer -Madhu Kannan, Harish Bhat, brand custodian -Mukund Rajan. Cyrus Mistry was a member of this advisory panel as well.

The Tata Sons website, does not show the details of the GEC council nor is the interview of Cyrus Mistry available. The profiles of all GEC members have also been removed by the group. “One did not know Mr Tata had skills of a Samurai like warrior in him,” said the leader of another business house.

N. S. Rajan has been Group Chief Human Resources Officer of Tata Sons Limited since May 9, 2013 and also serves as its Member of the Group Executive Council. Rajan was a Partner and Asia Pacific Head of Human Capital at EY .

Mukund Govind Rajan is an old timer at the Tata group. As a member of the Group Executive Council at Tata Sons, he was the brand custodian and also been their chief ethics officer.

Also Read: Shapoorji and Pallonji Group to contest Cyrus Mistry's ouster from Tata Sons
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Madhu Kannan was former MD and CEO of Bombay stock Exchange. The release had spoken about the work of the GEC council- ‘The agenda of the GEC includes, inter alia, return on investment with a long term perspective; support for and shaping of the agenda for philanthropy; preserving and enhancing the reputation of the Tata name; defining and driving a Tata way of working for group companies; and playing a proactive role so that the group fulfils its responsibility as a global corporate citizen. The GEC will work closely with and partner the boards, CEOs and senior management of various Tata companies.’

Ratan Tata who will again be at the helm of affairs at Tata Sons is also expected to have his own team of people. His earlier advisors included R K Krishna Kumar, JJ Irani, NA Soonawala . In an email, which ET has access to but not has independently verified, Ratan Tata has addressed Tata ‘colleagues’ confirming the announcement.

IN PICS: Was Tata Sons unhappy with Cyrus Mistry's performance?

It states a ‘new management structure is being put in place and a selection committee was made to identify the next Chairman’. The committee is expected to select the next chairman in the next four months.
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Was Tata Sons unhappy with Cyrus Mistry's performance?
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Text: Economictimes.com

Tata Sons on Monday announced that its Board has replaced Cyrus P Mistry as Chairman of Tata Sons at a meeting held in Mumbai. An insider said, there was an inherent bureaucracy in the system that has gone unchallenged for years.

While Mistry, who would have completed four years at the helm in December, or any others from the group is yet to give out a reason behind this sudden decision, here are our guesses.
Text: Economictimes.com Tata Sons on Monday announced that its Board has replaced Cyrus P Mistry as Chairman of Tata Sons at a meeting held in Mumbai. An insider said, there was an inherent bureaucr..
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In August 2016, when shareholders of Tata Motors complained that the dividend of 20 paisa a share was piddly, Mistry justified the move. "We have raised capital from all of you last year. We are now employing that capital in new products. I think the journey is going to be long and not for the faint hearted."
In August 2016, when shareholders of Tata Motors complained that the dividend of 20 paisa a share was piddly, Mistry justified the move. "We have raised capital from all of you last year. We are now ..
Read More
Much of Tata’s problems is owing to its elephantine structure. Cross-ownership of companies — Tata Sons owns stakes in businesses like Tata Motors or Tata Steel and these businesses own stakes in each other — has made it difficult for the group to make the most of its identity as a diversified conglomerate. An insider said, "There is an inherent bureaucracy in the system that has gone unchallenged for years."
Much of Tata’s problems is owing to its elephantine structure. Cross-ownership of companies — Tata Sons owns stakes in businesses like Tata Motors or Tata Steel and these businesses own stakes in eac..
Read More
Tata watchers said the group is so infatuated with a long-term vision that it has shied away from recalibrating strategy in key businesses.

It has even shown a strange reluctance to focus on the growing Indian market; the international market still accounts for two-third of overall revenues at $70 billion. The performance of the group, nearly four years into Mistry’s reign as Tata boss, has largely been listless. The head of a top investment fund says Mistry has a very tough job.
Tata watchers said the group is so infatuated with a long-term vision that it has shied away from recalibrating strategy in key businesses. It has even shown a strange reluctance to focus on the gro..
Read More
Mistry pressed companies to focus on improving the efficiency of boards, pushing for a performance-oriented culture. He created parallel teams and structures with the freedom to challenge and break hierarchical structures, according to Tata insiders.

He has shone a light on critical requirements like going digital and being agile, and has clearly placed his finger on the right issues, stressing sustainable, profitable growth."
Mistry pressed companies to focus on improving the efficiency of boards, pushing for a performance-oriented culture. He created parallel teams and structures with the freedom to challenge and break h..
Read More
By 2025, Mistry wanted the group to be in the top 25 globally by market capitalisation and he wants the conglomerate to reach out to 25% of the global population, but he he did not lay out a detailed strategy.

Even the in-house interview offered few cues. To confront the challenging situations would ultimately "entail hard decisions on pruning the portfolio", according to Mistry.
By 2025, Mistry wanted the group to be in the top 25 globally by market capitalisation and he wants the conglomerate to reach out to 25% of the global population, but he he did not lay out a detailed..
Read More
Mistry had spent the first three years understanding the sprawling Tata empire and its complexities. Half a dozen Tata insiders say he has been building knowledge about specific domains to ask the right questions and understanding geopolitics, technology and societal issues.

Mistry often attended classrooms that have professors and academicians sharing knowledge. He recently attended a digital marketing session addressed by Facebook executives and conducted by Harvard University.
Mistry had spent the first three years understanding the sprawling Tata empire and its complexities. Half a dozen Tata insiders say he has been building knowledge about specific domains to ask the ri..
Read More
Tata insiders say Mistry is a workaholic who is in office even on weekends. Many of them receive his emails late into the night. On a Parsi holiday a month back, ET caught Mistry walking out of Bombay House, the Tata headquarters, talking animatedly with CEO Guenter Butschek.
Tata insiders say Mistry is a workaholic who is in office even on weekends. Many of them receive his emails late into the night. On a Parsi holiday a month back, ET caught Mistry walking out of Bomba..
Read More
What Mistry has not done in earnest yet, according to investments fund managers, is reinvigorate the leadership in various businesses.

A top investment fund CEO criticised the delay in appointing a CEO for Tata Motors after Karl Slym’s death in 2014. "Why could not the group have deployed a smart leader like Chandra (TCS boss N Chandrasekaran)? The group has to create a strong leadership pipeline."
What Mistry has not done in earnest yet, according to investments fund managers, is reinvigorate the leadership in various businesses. A top investment fund CEO criticised the delay in appointing a ..
Read More
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