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 Background
° Operative subsidiaries of the ata Group
° egan as the "Tata Computer Centre", for the Tata Group
° Initially main business was to provide computer services to other
group companies.
° Headquartered in Mumbai with offices in 0 countries with more
than
0 branches across the globe.
° Gmploys close to
 IT professionals
° argest provider of information technology and business process
outsourcing in 
a
° wtarted exporting its services in the early

° India's x
r t software research and development centre , The Tata
Research Development and Design Center was set up in Pune in 1981
° been the largest software exporter from India for past Y years
° Major usiness areas:  wI, Insurance, Telecom,Transportation,
Healthcare etc.
 ÿ

on M

on ÿalue ox 
ÿ

on:
Global Top 10 by 2010

M

on:
To help customers achieve their business objectives, by
providing innovative, best-in class consulting, IT solutions and
services. To make it a joy for all stakeholders to work with us.
ÿalue :
eading change, Integrity, respect for the individual,
Gxcellence, earning and sharing.
 -ork ulture
° wtress on cont
nual learn
ng
° Provides a global peer commun
ty committed to bringing their
best people on board for client projects regardless of where
they͛re located
° -orkforces are given lofty sum of respect and everybody is
addressed as an ͞ 
r to make them believe that their
input really matters
° TCw enables team leaders, project head to focus their attention
to focus their attention on areas that will make the biggest
difference to a team͛s performance.
  o-
nnovat
on Network (
N):
° TCw is following a COIN strategy in order to face the competition as the
globalisation has created a elevated competition among the IT
companies.

° It is a network that links TCw up to other hotbeds of Innovation: wtart-

up Companies, Venture unds, Global Academic Institutions, Multi-
lateral organizations and wtrategic Alliances.

usiness value added by COIN

° Innovative solutions sourced globally, customized to customer
requirements
° wolutions in emergent and disruptive technologies
° Risk mitigation in deploying futuristic solutions
° wimplification in an increasingly complex technical environment.
 rgan
at
onal tructure
° Matrix structure
° Vast team under a single board of directors
° Combination of functional departments which provide a
stable base for specialized activities
° Units that integrate various activities of different functional
departments on a project team, product, programme,
geographical or systems basis
 Oecent tructural change
° y 2008 the organization scaled up over 100,000 employees.
° Need for a structure that allows to build a nimble organization
to capture new growth opportunities was realized
° In ebruary 2008, TCw announced plans to organize its global
operations into integrated, customer-centric units

£urpo e
° Gnhance customer focus
° Drive operational agility
° Address new growth opportunities in the market
° Assist in avoiding the risk factors arising from the Gconomic
Meltdown in western countries
 Oecent tructural change
New organizational structure :
° More opportunities for leader h
p growth at all level in the
organization
° Modular tructure simplified the organization͛s interface with
customers and drove agility in all areas of operations
° All operat
ng un
t were upported by a common group ox
organ
at
onal
nxra tructure un
t , such as the Technology
Gxcellence, Process Gxcellence, Resource Management, and
whared wervices groups.
° All necessary delivery, domain and technology expertise and
resources were embedded in these units to promote greater
collaboration with the customer
 Balanc
ng D
xxerent
at
on nd

ntegrat
on
D
xxerent
at
on
° Organizational roles are vertically differentiated according to
the hierarchy of authority.
° Roles are horizontally differentiated according to tasks,
creating a division of labor and grouping into subunits
(functions and divisions).
° TCw global operations are organized into integrated, customer-
centric units to enhance customer focus, drive operational
agility and address new growth opportunities in the market
 Balanc
ng D
xxerent
at
on nd

ntegrat
on
D
xxerent
at
on
° The functional/divisional structure of TCw :
 Balanc
ng D
xxerent
at
on nd

ntegrat
on

ntegrat
ng mechan
m at :


hnet Model:
° The company policy stresses the ability of senior managers to collaborate
on a project, rather than merely form specific project teams.
° The organizational hierarchy is modelled along the lines of a fishnet, rather
than being limited to classical pyramidical or flat structures.
° A fishnet model presents an opportunity to intermesh diverse skills and
people in a meaningful grid, without grossly affecting the overall structure
of the enterprise.

 eam :
° Project Teams
° Cross functional teams
° Virtual Teams
 Balanc
ng D
xxerent
at
on nd

ntegrat
on
Y H
erarchy ox uthor
ty- It specifies reporting relationships.
ÿert
cal H
erarchy
n 
 Balanc
ng D
xxerent
at
on nd

ntegrat
on
0 he Balanced core ard a an
ntegrat
ng mechan
m
ü
mplemented
n  -Y
ü
ntended to tran xorm
t elx
nto a data-dr
ven organ
at
on
ü Help to track and evaluate the company͛ progre
n ach
ev
ng
goal  by mean ox
ntegrated perxormance mea ure or key
perxormance
nd
cator
ü Help to al
gn the xunct
onal target and goal w
th the
organ
at
onal object
ve 
ü
ntegrate the corporate v

on w
th
nternal bu
ne proce e 
learn
ng x
nanc
al mea ure and reach
ng out to the cu tomer
 Balanc
ng entral
at
on and
Decentral
at
on
° Making decisions: Driven by organizational strategy
° Transformation to a distributed organization
tr
k
ng the balance
The Company MD, Vice-President, Heads of
unctions e.g. HR Head, make strategic
decisions and drive the organization in a
particular direction

All policy related decisions like deputation

policy, health insurance policy, leave policy,
performance pay policy etc. are taken by the
management at the top of hierarchy

Project managers take important decisions for

the various teams under him

Team leaders take decisions regarding the

working of the team, and also monitor the
client interactions
 Balanc
ng tandard
at
on nd
Mutual dju tment
tandard
at
on
wtandardized Processes:
° Project induction and training process, security guidelines and compliance, daily
time sheet entries, web based training, stipulated hours for training
° Quality certifications, project management certifications
° Tie-up with the Tata Management Training Centre (TMTC) and other management
institutes to chalk out a comprehensive leadership programme.
° Assessment centres for project managers and another for people with sales roles

Mutual dju tment

° Team spirit and goal-driven effort, peer learning, proactive undertaking of
initiatives
° Gmployees encouraged to continuously look for scope for improvement in
processes and enhance skill sets ,e.g., undertaking innovative value-add activities
° Gmployee recognition through ͚ Quarterly Accolades͛.
 Balanc
ng tandard
at
on nd
Mutual dju tment
tr
k
ng the Balance
° Rules are not set in stone, but are just convenient guidelines for getting work
done.
° Managers try to maintain an environment which promotes creative and
responsible employee behavior as well as organizational effectiveness.
 ÿalue add
t
on at 
° TCw offers the following services to the clients.
ü IT services
ü IT infrastructure services
ü Gnterprise solution
ü Consulting
ü usiness process outsourcing
ü Platform PO
ü usiness intelligence and performance management
ü Gngineering and Industrial services
ü Marketing solutions
° Provides woftware Products like
ü TCw aNCw- A comprehensive suite of products developed
specifically for the banking and financial services industries
ü TCw technology products- These help enterprises across industries
achieve greater efficiency and competitive edge.
 he  D
xxerence
° TCw serves large and fast-growing organizations who share a common set
of objectives:
ü Increase profitability and efficiency
ü Rapidly and effectively respond to the changing market demands,
thereby improving organizational agility
ü everage IT as a strategic driver for competitive advantage, not just as a
business utility
° Client satisfaction rating of 87% for on-time project delivery
° Deliver on those promises due to
ü road Portfolio of Offerings, In-depth industry experience
ü Global Network Delivery ModelΡ
ü investment in wolution Accelerators
ü TCw Innovation abs and Co-Innovation Network
 dd
ng value to the oc
ety
°  nv
ronmental £ol
cy
ü The Tata Group͛s Climate Change Policy mandate- All group
companies assume leadership roles in climate change mitigation in
the pursuit of business aspirations and enhancement of shareholder
value.

ü Committed to continuously benchmarking and enhancing its own

environmental performance through reduction of our carbon and
ecological footprints with the involvement of their business
associates and partners,

ü Other initiatives like

° Integration of energy and environmental considerations in the
design of new infrastructural facilities,
° Improvement in resource efficiency in operations (key resources
such as energy and water)
 dd
ng value to the oc
ety contd
° -a te Oeduct
on £ol
cy
ü Appropriate ongoing material management.
ü Conscious effort across TCw in the following areas:
° 3-R" (reduce, reuse and recycle) philosophy for all types of
wastes
° Purchasing products with recycled content
° all delivery centers and offices are encouraged to designate one
associate as a Recycling Monitor
° Green £rocurement
ü Practice of procuring products and services that are less harmful to
the environment and all species that depend on environment for
survival.
ü Green products - made with less harmful materials or which when
produced or used/consumed would have a minimal impact on the
environment.
 he ompet
t
ve dge
° Global Network Del
very Model
ü The engine that allows TCw to provide reliable, scalable and cost-
effective delivery of services and solutions
° olut
on ccelerator
ü Over 50 Centers of Gxcellence which track domain and technology
trends and address the most critical client needs through specific
frameworks or methodologies that accelerate the implementation
process for third-party products.
°
nnovat
on
ü A pioneer in software R&D, TCw, today, has an innovative
environment that offers research-based solutions in leading-edge
technologies.
 he ompet
t
ve dge ontd
°  £art
c
pat
on
ü TCw continues to participate in various events to keep abreast of all the
technological advances. or example, Tata Consultancy wervices is the ronze
wponsor of ͚Dreamforce 2010 the Gnterprise Cloud Computing Gvent͛
°  work w
th
ü Oracle, wAP, Amdocs, ATG, walesforce.com
ü ͞Tata Consultancy wervices td, is a strategic Global wystems Integrator and
Oracle Certified Advantage Partner.
° oc
al -ork
ü TCw͛s war against illiteracy
ü woftware specifically designed to eradicate illiteracy, a problem that affects a
huge chunk of India͛s populationͶ300 million people.
 onclu
on
° TCw founded as the small Tata Computer Centre has gradually
emerged as a huge multi- national IT company in the span of
40 years.
° The growth of TCw in global market creates a positive impact
on India and Indian economy.
° The organizational structure of TCw has helped it cater to the
needs of the fast evolving IT industry
° Innovation, learning, value offerings to customers are the core
strengths of TCw.
° The appropriate balance between differentiation and
integration, centralization and decentralization as well as
standardization and mutual adjustment has provided TCw with
the unique competitive advantage
 !"#$