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Organization Effectiveness

Optimal Talent Management During Mergers & Acquisitions

Any merger or integration process invariably brings with it multitude of changes on most dimensions for both parties.  A successful change management programme should be such that it is able to harness the strengths of both the change partners.  A robust and well-structured talent management strategy is one of the primary levers in driving a successful change plan. (This article is published in Pharma Bio World, September 2015).


Making performance management work

Organisations need to take a broader view of any performance management system and use it as a strategic intervention for culture building and long-term impact, say Rohan Chopra and Anuradha Mishra of the Tata Strategic Management Group.  (This article is published in Tata Review in April 2013).


Creating Value-Adding Corporate Centers

Today’s organizations are becoming increasingly complex and seek growth not only in existing business segments and markets but also in new spaces. To manage this complexity and growth, top managements are increasingly looking at using corporate centers to oversee, optimize, strategize and fund the group’s growth plans. What becomes critical is establishing a corporate center appropriate for the group’s context and focused on clearly defined value-creating activities say Raju Bhinge, Chief Executive and Neha Sethi, Project Leader – Organization Effectiveness of Tata Strategic Management Group. (This article is published in AIMA-Indian Management March 2012 Magazine)

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The Decision-Oriented Organization

While having a winning strategy, a sustainable competitive advantage or an appropriate reporting structure remain the most serious challenges for all businesses, they alone aren’t sufficient for delivering desired results. Ensuring key decisions are taken at the right speed and position is likely to become increasingly critical for success in today’s complex and fast-changing business environment. Accordingly, identifying where decisions need to be taken in an organization and ensuring a more participative approach to the same is what will lead organizations to a path of sustainable growth, say Amit Bajpayee, Principal – Organization Effectiveness  and  Sayan Sarkar of Tata Strategic Management Group.  (This article is published in Tata Review Magazine in August 2011)

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Rationalising Human Resources

Surplus deployment of white-collar jobs can be a result of problems in business processes and structure, say Arindam Chakrabarti, Practice Head (Auto and Engineering) and Sandeepan Banerjee of Tata Strategic Management Group. (This article was published in Tata Review magazine October 2009)

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Improving Returns on Talent

Talent is a high cost and critical variable impacting an organization’s productivity and profits. In boom times it is a CEO concern from the acquisition/retention angle to enable growth and in downturns it becomes a utilization and cost concern. Organizations can maximize returns on talent by aligning their talent strategy with its strategic challenges, in any economic/ industry scenario, and gain an edge over their competitors, say Sona Rajesh and Amit Bajpayee of Tata Strategic Management Group. (This article was published in the Strategist, Business Standard, April 28, 2009)

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