Macro Organizational Behavior

Project Phase - II
SEC B Group 2

Tata Consultancy Services

2301102 Kavya Choudhary

2301104 Raghuveer Kummari
2301110 Megha Chawda
2301129 Rahul Shinde
2301139 Tanay Godani
2301148 Yeduraj D
2301150 Simran Ahuja
INTRODUCTION

Tata Consultancy Services (TCS) is a global leader in IT services, consulting, and business
solutions. Established in 1968 as part of the Tata Group, TCS has grown to become one of the
largest IT services companies worldwide, operating in diverse industries and serving clients
across the globe.

Comprising more than 614,000 highly skilled consultants across 55 countries, TCS is a Tata
group member, India's largest international corporate company. The business, which is listed
on the Indian BSE and NSE, had consolidated revenues of US $27.9 billion for the fiscal year
that ended on March 31, 2023.

In the rapidly evolving landscape of information technology and digital transformation, TCS
is a key player, navigating complex challenges and capitalizing on emerging opportunities.
Understanding TCS's background becomes crucial for a comprehensive strategic analysis as
technology continues to shape the business environment.

Delving into the background of Tata Consultancy Services unveils the company's journey, its
response to challenges, and its proactive stance in shaping the future of IT services. This
understanding sets the stage for a comprehensive evaluation of TCS's current position, potential
opportunities, and challenges, laying the groundwork for understanding its organizational
changes through effective strategic planning and decision-making.

Industry Characteristics and Trends:

With projections showing an excellent CAGR of 8.38%, the global market for IT services is
expected to grow significantly from USD 1.11 trillion in 2023 to USD 1.67 trillion by 2028.
Increased IT spending, the broad use of software-as-a-service, and the growing ubiquity of
cloud-based services across industries are the main drivers of this growth. As IT infrastructure
becomes more complex, there is a greater emphasis on advanced security solutions as
businesses allocate resources to strengthen their security offerings against new and emerging
threats such as data breaches. Emerging technologies like 5G, Blockchain, AR, and AI
significantly impact the industry. 5G technology pushes businesses into on-premises networks
and highlights the need for real-time IT locations to support automation.

The exponential development in global data volume drives data-driven decision-making, which
is becoming essential to strategic choices worldwide with the help of technological
advancements. Cloud usage is booming in the industry, especially in the United States, where
cloud services provide more control, governance, and productivity. Threats could, however,
come from issues like data breaches and worries about customizing expenses. Resilient IT
ecosystems are receiving more attention after COVID, and large expenditures are being made
to support hybrid workplaces and satisfy the changing demands of digital transformation.
Simultaneously, cloud services are reshaping the business, focusing on data-driven, real-time
operations and a faster rate of digital transformation made possible by cutting-edge products
from industry heavyweights like IBM.
BUSINESS MODEL

The well-known IT services provider TCS has expanded into the manufacturing industry and
is now offering a wide range of services to boost productivity, cut expenses, and promote
flexibility. Important components of TCS's industrial approach include consulting, system
integration, application development, cloud and automation, IoT and analytics, managed
services, and industry-specific solutions. TCS provides support to factories in the areas of
digital transformation, supply chain optimization, advanced technology integration, system
integration for a single operational view, and cloud and automation projects to boost output.
The company offers pre-built solutions for the aerospace, medical sciences, and automotive
industries; it utilizes IoT for real-time data and analytics; it customizes apps to meet the specific
needs of manufacturers; and it offers managed services to provide continuous support.

TCS uses a variety of revenue-generating techniques, such as outcome-based contracts, project-

based fees, time and materials, and subscriptions. TCS maintains its dominant position through
relationships with key technology companies such as Microsoft, SAP, and Oracle, as well as
through industry groups and academic institutions. TCS manages obstacles including
integration problems while seizing opportunities in the growing market for IT services,
customized solutions, and international development into emerging markets, all the while
navigating competition from IT services providers and specialized manufacturing enterprises.

Organization Structure

The organizational structure of TCS Manufacturing exhibits a harmonious combination of

decentralized and centralized components. The Executive Management team takes on a
strategic role at the top level, establishing overarching goals, market targets, and resource
allocation to set the tone for the manufacturing industry. Teams of industry specialists also
make a significant contribution by concentrating on manufacturing sectors, providing
specialized knowledge, and customizing solutions to satisfy the complex requirements of
clients in industries like healthcare, aerospace, and automotive. In addition, by offering crucial
services like finance, HR, legal, and marketing to support the manufacturing business's all-
encompassing demands, the core Shared Services role guarantees efficient operations.

TCS generates income using a range of strategies, including time and materials, project-based
fees, outcome-based contracts, and subscriptions. Through partnerships with major tech
businesses like Microsoft, SAP, and Oracle, as well as with trade associations and academic
institutions, TCS can hold its dominant position in the market. TCS navigates competition from
IT service providers and specialized manufacturing companies while managing challenges like
integration issues and taking advantage of opportunities in the expanding market for IT
services, customized solutions, and international development into emerging markets.

Value Proposition

TCS offers manufacturers a full range of value solutions that streamline supply chains and
automate tasks to boost output and cut expenses. The organization ensures a competitive edge
and fosters digital transformation by encouraging adaptation and innovation using cutting-edge
technologies like AI and IoT. TCS places a high value on improving the customer experience.
It does this by utilizing its worldwide reach and local knowledge to offer specialized solutions
and forge lasting bonds with clients. TCS reduces risk, guarantees compliance, and helps
manufacturing move toward a more sustainable future with its demonstrated track record,
scalability, and dedication to sustainable practices.

Source of Revenue

Although TCS's manufacturing division's exact income breakdown is not available to the
public, it most certainly originates from several important industry sectors. A key role is played
by consulting services, as TCS helps manufacturers develop and implement digital
transformation strategies, optimize supply chains, and integrate cutting-edge technologies.
Another source of income is systems integration, which is the smooth fusion of many hardware
and software platforms to produce a coherent and unified picture of industrial processes.

By creating specialized solutions for manufacturers, addressing problems, and increasing

operational effectiveness, application development shapes income. By moving industrial
workloads to the cloud and automating processes to increase productivity, TCS also benefits
from cloud and automation services. IoT and analytics solutions, which connect devices, collect
real-time data, and improve decision-making processes, also produce revenue. Managed
services offer continuous assistance and upkeep for production systems, and TCS's industry-
specific pre-built solutions for the automotive, aerospace, and life sciences sectors probably
contribute significantly to the company's overall manufacturing income.

ORGANIZATIONAL ENVIRONMENT

External factors affecting TCS can be understood with the help of PESTEL framework.

1. Political Factors: Changes in laws made by governments affect how TCS operates
worldwide. For instance, when rules about where data can be stored or sent change, it
affects how TCS handles its clients' information in different places.

2. Economic Factors: Client spending on IT services is influenced by economic

volatility, recessions, or growth in large markets. TCS profits are determined by how
well its clients do financially and how much they invest in technology.

3. Social Factors: TCS is really good at acquiring and retaining customers. They've made
special stuff that only they sell, and their customers really like it. They also make sure
their employees have a good balance between work and personal life. But some people
think there are too many bosses in the company.

4. Technological Factors: TCS operates in an industry that constantly grows with new
ideas and advancements. Things like cloud computing, artificial intelligence,
blockchain, and cybersecurity are changing how IT services are done. Automation and
artificial intelligence have the power to completely change how traditional IT services
work, which means TCS has to adapt its services and expertise to keep up.

5. Environmental Factors: TCS really cares about being eco-friendly, so they're making
their operations and data centers better for the environment. They're investing in eco-
friendly solutions to cut down on their carbon footprint and follow the rules about the
environment.
 6. Legal Factors: There are laws like GDPR and CCPA that affect how TCS deals with
data and what they can offer. TCS is also careful about intellectual property rights and
cybersecurity while making their own tech and keeping client info safe.

Environmental Complexity
Lots of things like politics, money, social trends, tech, environmental restrictions, and laws
affect how a company works in a complicated world. All these things keep changing and
affecting how the business runs, what customers do, and how things work every day. New stuff
like the hybrid work model has made things even more complicated. To do well, the company
has to handle all these changes smartly. It's tough, but if they do it right, it helps the organization
grow and do really well.

Environmental Dynamism
The IT world changes a lot because of new tech. TCS faces new challenges from things like
the pandemic and working from home. To handle this, TCS has to be super good at adjusting
fast. They need to switch plans quickly, make their work stronger, and encourage flexibility.
They can't just copy what everyone else is doing—they have to create new ideas and ways of
working to stay ahead.

Environmental Richness:
In today's world, things like politics, money, how we live together, technology, nature, and
rules, plus the new way we work, all mix up to create a really good space for new ideas and
improvements. TCS is famous for being really good at taking care of its customers, being eco-
friendly, and doing things in an honest way. They're also known for handling different ways of
working, which helps make their workplace diverse and creative, making it a great place for
growth and getting stronger.

Relation Between Environment Uncertainty and Structure:

TCS has made significant changes to how they do things, touching every aspect of how they
function. These modifications have made their system more complex and flexible, combining
elements from both inside and outside the organization. Even while dealing with this
complexity is difficult, it provides numerous opportunities for TCS to expand and develop new
concepts. TCS's organizational structure is mechanistic in nature. The following structural
features define a mechanistic organization:
 High Level of Degree of work specialization
 Rigid Departmentalization
  Many layers of Managerial Hierarchy
 Narrow Span of Control
 Centralized Decision Making
 Long Chain of Command
 Tall Organizational structure

STAKEHOLDERS:

Internal Stakeholders:

Tata Consultancy Services (TCS) is one of the leading global IT services providers in India
with a vast network of employees, customers, and partners. Therefore, TCS must analyze the
interests and roles of its internal stakeholders to manage its organization and realize its strategic
goals.

TCS includes the following internal stakeholders:

1. Leadership and Executives: The top management, comprising the CEO, COO, and
other executives, would chart the direction of the entire organization, identify goals,
and ensure that manufacturing is consistent with the higher organizational purposes.
This would manage the major decisions and guide the manufacturing operations.

2. Operations and Production Teams: The operational and production teams would be
at the forefront, overseeing the daily operations and manufacturing activities.
Supervising the production schedules, working towards process efficiency, and
achieving the production target in the manufacturing unit.

3. Research and Development (R&D) Teams: Innovation in the manufacturing sector

would be considered by the R&D teams. They could come up with new technologies,
processes, or products that may improve existing manufacturing capabilities and boost
efficiency to meet specific market demands.

4. Quality Assurance and Compliance Teams: Such teams would ensure the quality of
the goods produced. They will provide their support for such processes to follow
industry standards and meet the requirements of certifications, regulations, and quality
benchmarks.

5. Supply Chain and Procurement Teams: Sourcing raw materials, working with
suppliers, and streamlining logistics to provide inputs for the production process is what
is involved in managing the supply chain. Timely and cost-effective procurement teams
would be geared toward the purchase of needed resources.

6. Information Technology (IT) Teams: The manufacturing unit would require IT teams
to develop technology-based solutions and also sustain their performance thereafter.
Such measures include process automation; production planning software; and IT
support for efficient running of the manufacturer’s productions.

7. Finance and Accounting Teams: Budgeting and other financial aspects could be
handled by finance teams in a manufacturing unit. The management would play a role
in cost control, financial planning, and making sure that manufacturing operations are
profit-generating.
 8. Human Resources (HR): There will also be HR teams in charge of several aspects of
workforce management at the manufacturing unit. It encompasses hiring, training,
performance reviewing, and promoting the right environment for the objectives of the
manufacturing operations.

9. Legal and Compliance Teams: The legal teams would be responsible for contractual
agreements, regulatory compliance, and any aspects of legal considerations within the
area of manufacture. This would act as a way of reducing legal risks and ensuring the
manufacturing unit worked within the confines of the law.

Potential Conflicts and Areas of Alignment

Despite TCS's extensive organizational dynamics, internal stakeholders might come across
areas of misalignment or even conflicts. There are still chances for cooperation and common
interests.
1. Leadership and Executives vs. Operations and Production Teams:
Potential Conflicts:
 Pressure to achieve deadlines: To fulfill the executives' output targets, the
production crew may feel excessive strain and burn out.
 Financial restrictions: The production team's access to necessary resources may
be restricted by the executives' budgets, which could lead to subpar output and
inefficiency.

Areas of Alignment:
 Common objectives: To meet production targets, create high-quality goods, and turn a
profit are the goals.
 Open communication: Regular communication and feedback foster trust and
understanding, which can greatly improve an organization's ability to make
decisions.
 Collaborative problem solving: There is a positive energy when people work
together to identify and address the challenges.

2. R&D Teams vs. Quality Assurance and Compliance Teams:

Potential Conflicts:
 Pressure to innovate: R&D teams may prioritize quick invention over more
thoughtful consideration of quality and safety.
 Strict rules: On the other hand, compliance teams could establish stringent
guidelines that impede innovation and advancement.
 Priorities that conflict: R&D teams might consider new features and
functionalities, while QA teams make sure that the products that are already on
the market adhere to industry standards.

Areas of Alignment:
 A common dedication to quality: R&D and the quality assurance team work
together to provide high-quality goods that fulfill legal standards and client
expectations.
  Early QA integration: Including QA teams from the outset of the product
development process can help identify issues early on and improve the quality
of the final product.
 Continuous enhancement: Teams are always urged to collaborate in order to
find chances for process improvement as well as to improve quality control and
product development.

3. The Supply Chain and Procurement Teams against. Operations and Production
Teams:

Potential Conflicts:
 Material shortages: When procurement is delayed or when supplier problems
make it difficult for the production team to meet deadlines, production
challenges arise.
 Cost pressures: In these circumstances, supply chain teams can concentrate on
cutting costs related to the quality of the materials, which could lead to issues
with production and quality.
 Communication gaps: Insufficient openness and communication amongst teams
early in a project hinders their ability to collaborate well and may even lead to
misperceptions.

Areas of Alignment:
 A common objective of effective manufacturing: The two groups want to ensure
unrestricted movement of components and raw materials to maintain continuous
production.
 Planning and forecasting together: Planning and forecasting together is crucial
because it helps us anticipate demand and prevent shortages of materials, which
can cause delays in manufacturing.
 Regular and transparent communication fosters trust and facilitates decision-
making and problem-solving. This leads to open collaboration.

4. IT Teams vs. Other Departments:

Potential Conflicts:
 System disruptions and outages: IT system malfunctions can have a significant
detrimental impact on the operational productivity and efficiency of other
departments.
 The absence of user-friendly systems can cause opposition and annoyance from
users in other departments who think IT systems are too "complex" or
burdensome.
 Competing priorities: This could indicate that the IT staff would rather work on
improvements and technical problems than take care of other departments'
pressing demands.

Areas of Alignment:
 A common objective of operational effectiveness is to optimize processes and
raise overall organization productivity.
 User-centered design and development: By involving users in the process, IT
systems may be developed to ensure that they are easy to use and fulfill specific
needs.
  Actively assist and communicate: It is possible to lessen the impact by providing
prompt support and proactive communication regarding system updates and the
implications for other departments.

External Stakeholders

Tata Consultancy Services (TCS) is one of the leading global IT services providers in India
with a vast network of employees, customers, and partners. So, it becomes crucial for TCS to
understand the roles and interests of its external stakeholders to run its organization and achieve
its strategic objectives.
1. Clients: TCS manufacturing industry serves a wide range of clients across various
industries globally, with its presence in more than 50 countries serving Fortune 500
manufacturers across the automotive, chemical, industrial machinery, and aerospace
and defense industries build stronger global businesses through our experience and
expertise. Some of these clients are ACC, Gujarat Ambuja and Lafarge India.

2. Shareholders and Investors: Shareholders and investors have a financial interest in

the company. They monitor TCS's financial performance, growth prospects, and
corporate governance practices. Their investment decisions are influenced by TCS's
profitability, dividends, and market value.

3. Suppliers and Partners: TCS collaborates with suppliers and partners for various
resources, technologies, and services. Building and maintaining strong partnerships
with suppliers and collaborators are essential for TCS to deliver its services efficiently.
Some of them are Microsoft, Cisco, Sap ServiceNow, Dell etc.

4. Regulatory Authorities and Government Agencies: TCS operates in more than 50

countries and must comply with various regulations and laws. Regulatory bodies and
government agencies oversee and regulate TCS's operations, ensuring adherence to
legal and compliance standards in the regions where it operates.

5. Industry Associations and Professional Bodies: TCS is involved in various industry

associations and professional bodies related to manufacturing services. Participation in
these groups allows TCS to stay updated on industry trends, best practices, and
standards.

6. Communities and Society: TCS interacts with communities in which it operates

through various corporate social responsibility (CSR) initiatives. These initiatives aim
to contribute positively to society by supporting education, environmental
sustainability, and community development. Some of its CSR Programs are Go
innovate together, Literacy as a service, Ignite my future, Youth employment program,
Bridge it etc.

7. Competitors: Other companies in the manufacturing solution industry are also external
stakeholders. TCS competes with these companies for clients, talent, market share, and
technological advancements. Some of its Competitors are Siemens PLM Software,
PTC, Aveva, GE Digital, Honey Process Solutions, Schneider Electric etc.
Strategy

The main goal of TCS's overall strategy is to achieve sustainable growth while also promoting
a positive social impact. To achieve this vision, the organization gives important strategic
priorities a lot of attention. There are three perspectives from which to assess TCS's overall
strategy: corporate, business, and functional.

Functional strategy
 Innovation and Technology
By emphasizing emerging technologies like blockchain, AI, and cloud computing and
making significant expenditures in research and development, TCS is able to maintain
its leading position in the industry. This makes it possible to develop creative solutions
to deal with the shifting needs of clients.
 People and Talent Development
Through extensive training programs, the creation of a diverse and welcoming
work environment, and the recruitment of top talent with attractive offers, TCS
develops a workforce that is ready for the future.
 Process Excellence
By implementing lean concepts, automating monotonous work so that humans can
focus on high-value jobs, and encouraging continuous process improvement through
data-driven decision-making, TCS increases productivity and effectiveness.

Corporate Strategy
 Brand Building
 Using focused marketing, excellent communication, and significant social
responsibility programs, TCS cultivates a strong brand reputation that is defined by
quality, dependability, and innovation.
 Sustainable Growth
 TCS prioritizes social and environmental responsibility while allocating resources
towards innovation and talent development in order to ensure future success while
striking a balance between short-term financial advantages and long-term growth.
 Stakeholder Engagement
By communicating in an open and transparent manner and attending to the needs and
interests of its stakeholders—including investors, customers, staff, and other parties—
TCS builds relationships and cultivates trust.

Business Strategy
 Global Expansion
TCS enters emerging markets with a deliberate plan to build a strong local presence
and offer affordable solutions via its global delivery strategy.
 Industry Focus
TCS focuses on critical sectors including manufacturing, , and healthcare, developing
deep experience and tailoring solutions to each sector's unique needs.
 Digital Transformation
Through digital transformation, TCS enables organizations by offering a wide range
of services that include design, implementation, support, and consulting. It also works
with leading suppliers to provide best-in-class solutions.
 Interview 1

1. How would you describe the structural differences between the manufacturing unit
before and after Anupam Singhal's appointment?

As a senior manager overseeing the manufacturing unit for over five years, I've observed the
significant organizational changes initiated by Anupam Singhal. Before Anupam assumed
leadership, our operational structure was deeply rooted in machine bureaucracy principles. This
translated to high levels of formalization, centralization, and functional differentiation,
fostering an environment characterized by stringent policies, functional silos, and a rigid
hierarchy. These organizational characteristics hindered our agility in responding to evolving
consumer needs and market dynamics.

Under Anupam's guidance, a noticeable shift towards an adhocracy model unfolded. This shift
involved deliberate reductions in formalization, decentralization, and intentional blurring of
functional boundaries. Anupam advocated for collaborative decision-making across cross-
functional teams, cultivating a corporate culture centered on continual learning, innovation,
and unwavering client focus. Incorporating cutting-edge digital technologies, such as cloud
computing, agile methodologies, and artificial intelligence, aimed to enhance user experience,
streamline operations, and deliver added value to our valued clientele.

The outcomes of Anupam's leadership tenure have been truly noteworthy. The manufacturing
facility has substantially improved agility, adaptability, and overall competitiveness. A tangible
uptick in customer satisfaction metrics has been coupled with significant revenue and market
share enhancements. Additionally, strategic partnerships have been established, innovative
products and services introduced, and successful penetration into new market segments
achieved. Our manufacturing sector is a commendable benchmark within the TCS
organization, offering valuable insights for other divisions

2. Have you observed any adjustments in the overall strategy of the manufacturing
unit of TCS in response to the change in leadership?

Indeed, since Anupam Singhal took over as the head of the manufacturing division at TCS, I
have seen some notable modifications to the organization's general strategy. To develop a
collaborative, cognitive, and networked system that can perceive, learn, and adjust to the ever-
changing needs of the market and customers, he has presented a new vision for neural
manufacturing. Furthermore, he has synchronized the unit's approach with the growth and
transformation corporate goal of TCS, which is centered on providing high-value solutions that
enhance the client's profitability and edge over competitors
.
The four main components of this new strategy are intended to revolutionize the manufacturing
sector. Firstly, it utilizes Industry 4.0 technologies, including cloud, IoT, AI, and agile, to
facilitate digital plant operations, predictive maintenance, and intelligent manufacturing.
Secondly, it creates cutting-edge platforms and technologies that provide end-to-end solutions
for the industrial value chain, like TCS ERP on Cloud, TCS Equipment Intelligence, and TCS
Neural Manufacturing Suite. In addition, it redefines business models by utilizing the
metaverse, zero-waste manufacturing, and purpose-driven mobility solutions. Also, through
multichannel, immersive, and personalized digital commerce platforms, it improves the
consumer experience. These modifications have improved our ability to innovate, adapt, and
compete in manufacturing while adding value for our stakeholders and consumers.
3. How have technological changes in the manufacturing unit of TCS been affected by the
appointment of Anupam Singhal as unit head if at all?

The TCS manufacturing unit's technological advancements have been greatly enhanced by
Anupam Singhal. To build a network of manufacturing systems that is intelligent, cooperative,
and linked, he has a clear vision for neural manufacturing that uses AI, cloud, IoT, and agile
development. Additionally, he collaborated with Google Cloud to introduce TCS Generative
AI, a brand-new service that leverages the generative AI capabilities of Google Cloud to
develop specially designed business solutions for the industrial sector.

TCS is in the process of introducing various technical innovations that will reshape the
manufacturing sector. Among these is the TCS Neural Manufacturing TM Suite, an all-
inclusive platform that combines different Industry 4.0 technologies to facilitate predictive
maintenance, digital plant operations, and intelligent manufacturing. Another modification is
TCS Equipment Intelligence, a platform that tracks, evaluates, and improves the operation of
industrial equipment using AI and IoT.

TCS ERP on Cloud is a cloud-based solution for the manufacturing industry that provides end-
to-end enterprise resource planning capabilities. TCS Metaverse is a platform combining
virtual and mixed reality to produce engaging and interactive digital experiences for clients and
staff. TCS has been able to provide its clients and stakeholders with unique and value-added
solutions due to these technological advancements.

4. Have there been any noticeable shifts in the organizational culture of the
manufacturing unit of TCS, influenced by the changes in the leadership of the unit?
Building on the foundations of learning, creativity, and teamwork, he has instilled a culture of
neural manufacturing. Additionally, he's propagated a culture of growth and adaptability in line
with TCS' overarching objective of providing clients with high-value solutions.

Noteworthy cultural shifts have taken place within the manufacturing sector. One key transition
is from rigidity to agility, empowering teams with the freedom to make decisions, explore
innovative concepts, and respond to evolving customer and market needs. Another
transformation involves the shift from isolated silos to interconnected networks, promoting
collaboration across functional boundaries, the exchange of best practices and expertise, and
leveraging the collective intelligence of the organization. Moving from a compliance-oriented
approach to one of innovation, teams are now encouraged to question established norms,
explore fresh ideas, and generate solutions with added value.

Additionally, there's been a shift in mindset from transactional to experiential, with teams
focusing on enhancing the client experience, crafting personalized, multichannel journeys, and
nurturing lasting connections. These cultural advancements have rendered the manufacturing
sector more flexible, resilient, and competitive.

5. Have there been any adjustments in decision-making processes within the

manufacturing unit of TCS because of the changes in the leadership?

Absolutely. There's been a significant shift in how decisions are made under Anupam Singhal's
leadership. He's moved towards a more decentralized and data-driven approach, making the
process quicker and more effective. Now, teams have the authority to make decisions at the
edge of the network, leveraging real-time information from the TCS Neural ManufacturingTM
Suite. Anupam has emphasized collaboration. He's encouraged teams to co-create solutions
internally and with clients and partners. Platforms like TCS Metaverse and TCS Generative AI
have become essential for this collaborative decision-making journey. It's become more
learning oriented. He has fostered a culture where teams feel free to experiment, make mistakes,
and learn from them using agile approaches and feedback loops. It's made our manufacturing
unit more adaptable, creative, and customer focused.

6. In what ways have control systems within the manufacturing unit of TCS adapted to
maintain synergy with the changes in the leadership?

To make sure that the objectives, plans, and actions of the organization are all in line, control
systems are necessary. TCS's manufacturing unit's control systems have been redesigned by
Anupam to accommodate structural and managerial changes. In a number of ways, control
systems have adapted to the manufacturing industry's changing environment. One of these is
switching from output control to behavioral control, in which the processes and actions that
result in the desired outputs are prioritized over the outcomes per se. This facilitates greater
adaptability, creativity, and education in the ever-changing setting.

Another is moving from financial control to strategic control, where performance

measurements are matched not just with financial metrics but also with the customer value
proposition and the strategic objectives. This makes it possible to view the business
performance holistically and fairly. Also, one is moving from centralized to decentralized
control, when accountability and decision-making power are transferred from upper
management to teams and individual employees. This develops a sense of trust, empowerment,
and cooperation. The control systems are now more responsive, effective, and efficient thanks
to these modifications.

7. Can you share insights into the coordination and collaboration between the
manufacturing unit of TCS during the change management process?

Sure, I would love to share my insights into how collaboration played a pivotal role in
navigating change within TCS's manufacturing unit. In the realm of mergers, acquisitions, and
divestitures (MA&D), effective change management is paramount, requiring the overhaul of
enterprise-wide processes through a methodical and measurable approach.

The TCS Enterprise Navigator, a comprehensive consulting framework, emerged as a linchpin

in preparing the manufacturing unit for sustained change amidst disruptions. This tool
facilitated a quantifiable assessment of the change's impact on business outcomes, ensuring
alignment with our corporate vision, strategy, and execution.

An essential facet of our change management strategy was the active involvement of
stakeholders at all levels, from top management to frontline staff. Leveraging various
technologies and platforms, we fostered interaction, collaboration, and communication. This
approach not only addressed stakeholder expectations and concerns but also cultivated a culture
of cohesive teamwork, enabling the joint development of solutions with our valued partners
and clients. The change management journey at TCS's manufacturing unit, while demanding,
proved to be a rewarding experience. It not only enhanced our adaptability and strength in the
manufacturing sector but also elevated the value we bring to our stakeholders and clients
8. Is there any other aspect or observation you find interesting or noteworthy about the
impact of the leadership changes on the manufacturing vertical of TCS?

One aspect that I find interesting and noteworthy about the impact of the leadership changes is
the social and environmental responsibilities that Anupam Singhal has ingrained in the TCS
manufacturing vertical. Aligning the unit's objectives and activities with TCS's mission of
creating a brighter tomorrow is a top priority for him.

The unit has shown its dedication towards environmental and social responsibility in several
ways. One of them is the introduction of mobility solutions with a purpose, such TCS e-
Mobility, TCS Connected Vehicle, and TCS Autonomous Vehicle, which are designed to
increase mobility access, lower carbon emissions, and improve road safety. Adopting zero-
waste manufacturing techniques, such as waste-to-energy, the circular economy, and green
supply chains, is another. These strategies seek to reduce waste production, optimize resource
use, and produce renewable energy. Also utilizing multiple programs like TCS Ignite, TCS
Empower, and TCS Diversity to assist social causes and community development like
diversity, health, and education. These demonstrate the unit's dedication to improving both the
environment and society.

Interview 2

1. How would you describe the structural differences between the manufacturing unit
before and after Anupam Singhal's appointment?

Definitely! Before Anupam Singhal took over, TCS was more traditional, with a rigorous, rule-
driven structure like a large bureaucracy. There were many laws, a core power structure, and
numerous smaller organizations each doing their own thing, making it quite complex.

However, after Anupam Singhal took over as CEO, TCS has become a more dynamic
adhocracy, is adaptable and flexible, resembling an agile and innovative team. They've relaxed
all the strict restrictions, distributed decision-making power, and streamlined how different
segments of the firm collaborate.

Anupam Singhal's personality has pushed for fresh ideas and being quick to respond to
consumer needs. Like the significant adjustments they made in 2023, focusing more on specific
industries and locations, demonstrating how they intend to be more specialized and truly focus
on what the market requires.

2. Have you observed any adjustments in the overall strategy of the manufacturing unit
of TCS in response to the change in leadership?

Anupam Singhal has made significant modifications to the way TCS operates. The company
now focuses on what its clients require, organizing its business units by industry and
geography. This allows us to better address the needs of individual clients as well as the
changing market.

TCS is really focusing on new digital ideas and innovations lately. Anupam Singhal, known
for his digital creations, has played a big part in moving clients from old-fashioned ways to
completely digital methods. This change follows what's happening in the industry and puts
TCS right at the cutting edge of the digital world. This new approach doesn't just help TCS
stay flexible in a changing market. It's also been super helpful for our clients, showing that
TCS is a major player in global tech.

3.How have technological changes in the manufacturing unit of TCS been affected by the
appointment of Anupam Singhal as unit head if at all?

Anupam Singhal has made big changes in the tech world at TCS. He's been really
pushing for using fancier technology and making everything digital. Anupam is seen as a top
pioneer in digital stuff, and he's played a big part in making this change happen.
We've moved away from old-fashioned systems and towards super fancy solutions, and
it shows in how we work with our clients. Anupam was really important in completely
changing how one of our top clients does things, showing how powerful new technology can
be. It shows how committed we are to staying ahead with technology.
Basically, Anupam Singhal's leadership hasn't just brought TCS up to date with new
tech stuff, but it's also put us at the front of digital innovation. That means we can offer exactly
what our clients need right now.

4.Have there been any noticeable shifts in the organizational culture of the manufacturing
unit of TCS, influenced by the changes in the leadership of the unit?

Anupam Singhal's leadership at TCS has really changed things for the better.
Teamwork and fresh ideas matter a lot now. Anupam likes to include everyone, and you can
see how well our teams work together.
We're also really focused on making sure our customers are happy. Our teams are quick
to respond and adjust to what our customers need. In this digital era, we're all about creating
top-notch work.
Anupam's leadership is all about embracing differences and encouraging new ways of
thinking. It's not just about handling changes but using them to make TCS even better.

5. Have there been any adjustments in decision-making processes within the

manufacturing unit of TCS because of the changes in the leadership?

Anupam Singhal has changed how choices get made. Instead of one big boss making
all the calls, there's a shift toward letting teams decide more on their own. This change helps
decisions happen faster and be more tailored to what clients need.
Before, decisions came from one central spot, but now each team feels responsible for
their choices. Being flexible like this is super important in the fast tech world.
Anupam's way of leading aims to create an environment where fresh ideas can thrive
and decisions can happen quicker to meet client needs. It's not just about changing rules; it's a
whole culture shift towards making decisions that adapt and respond better.

6. In what ways have control systems within the manufacturing unit of TCS adapted to
maintain synergy with the changes in the leadership?

Anupam Singhal has been leading the way in changing how we control things. We've
moved to more flexible controls that can keep up with our fast-moving industry. Anupam
believes being adaptable is really important, and our control systems have changed to show
that belief.
In the past, our controls were pretty strict, but now we've found a good balance between
following rules and welcoming new ideas. Instead of just sticking to fixed processes, we're
focusing more on controls that show how well they work for our customers.
Under Anupam's guidance, we've created a culture where we're always trying to get
better. Our control systems change along with new technology. It's not just about keeping
everything working smoothly; it's also about making rules that help us come up with new ideas
and put our customers first.

7. Can you share insights into the coordination and collaboration between the
manufacturing unit of TCS during the change management process?
Handling change involved everyone working together. Anupam Singhal valued keeping
communication open. They regularly met and used clear communication tools to make sure
everyone understood and shared the same goals.
Collaboration between different parts of the company was crucial. During adjustments,
teams from various areas came together, shared ideas, and learned from each other. It wasn't
always easy, but working together to solve problems was helpful. For instance, during the
company's restructuring in 2023, teams from different locations worked smoothly to ensure
everything went well.
It wasn't just about dealing with change; it was also about actively making it better.
Anupam's leadership created an environment where everyone felt involved in the changes,
resulting in a process that wasn't just impactful but also rewarding for everyone in the
manufacturing unit.

8. Is there any other aspect or observation you find interesting or noteworthy about the
impact of the leadership changes on the manufacturing vertical of TCS?

Absolutely! Our teams are more culturally vibrant now, which is amazing. Anupam's
focus on diversity and innovation has brought about a tech resurgence. Teams aren't just
adapting; they're thriving in this creative atmosphere, generating fresh ideas they might not
have considered before.
There's a strong sense of pride in being part of TCS during this significant period of
progress. Employees are actively shaping the change, not just being part of it. Anupam has
instilled in us a sense of purpose, where everyone feels their contribution is crucial to TCS's
growth.
It's like watching a tech renaissance unfold - lively, bursting with energy, and each team
member adding their unique touch, much like a distinctive twist in a Renaissance artwork.

Interview Analysis

Old and New Design Elements:

TCS's manufacturing unit had a traditional structure resembling a professional

Bureaucracy prior to Anupam Singhal's leadership, with strong formalization, centralization,
and distinction. The organization had rigorous rules and regulations, a hierarchical authority
structure, and several subunits that created silos. The appointment of Anupam Singhal resulted
in a significant change to an Adhocracy. Formalization was lessened, allowing for greater
flexibility and adaptability, as well as a shift away from inflexible hierarchical systems. With
a streamlined approach, centralization was reduced, authority was distributed more fairly, and
integration was improved. The shift to neural manufacturing demonstrates the industry's
strategic alignment with digital transformation.

Changes in Strategy:

TCS's strategy has shifted significantly under Anupam Singhal, with an emphasis
on a client-centric approach fit with specific industry sectors and locations. This strategic shift
enables a more market-centric operation that caters to the specific needs of clients. The
emphasis on digital innovation and transformation coincides with industry trends, establishing
TCS as a digital leader. TCS's dedication to growth and change is reflected in the strategy,
which is oriented toward delivering high-value solutions.

Changes in Core Technology:

The manufacturing plant has undergone a considerable technological revolution

under Anupam Singhal's leadership. The neural manufacturing vision, which leverages AI,
cloud, IoT, and agile approaches, demonstrates a commitment to remaining at the forefront of
digital innovation. TCS Neural ManufacturingTM Suite, TCS Equipment Intelligence, and
TCS ERP on Cloud are all part of a shift toward smart manufacturing, digital operations, and
predictive maintenance. These technological advancements position TCS as a pioneer in digital
manufacturing solutions.

Changes in Culture:

The leadership of Anupam Singhal has resulted in a good culture shift

within the production unit. Learning, innovation, and collaboration are now hallmarks of the
culture. There is a strong emphasis on variety and innovation, which fosters an environment in
which ideas can flow freely. The transition to a more client-centric strategy has resulted in agile
and responsive teams, demonstrating a dedication to customer satisfaction and digital
excellence. The culture has been described as empowering, with teams encouraged to explore,
fail, and learn from their mistakes while adhering to agile processes and feedback loops.

Changes in Decision-Making Frameworks:

Under Anupam Singhal's leadership, the decision-making environment has shifted

toward a more decentralized and data-driven approach. Teams are empowered to make
autonomous decisions at the network's edge, based on real-time data and insights. Customers
and partners are encouraged to co-create solutions using collaborative decision-making tools
and platforms such as TCS Generative AI and TCS Metaverse. The culture encourages a
learning-oriented decision-making approach in which teams are free to experiment, fostering
agility, creativity, and customer-centricity.

Changes in Control Systems:

Under Anupam Singhal's leadership, the decision-making environment has shifted

toward a more decentralized and data-driven approach. Teams are empowered to make
autonomous decisions at the network's edge, based on real-time data and insights. Customers
and partners are encouraged to co-create solutions using collaborative decision-making tools
and platforms such as TCS Generative AI and TCS Metaverse. The culture encourages a
learning-oriented decision-making approach in which teams are free to experiment, fostering
agility, creativity, and customer-centricity.

Processes Involved in Change Management:

Under Anupam Singhal's direction, change management is distinguished by a

comprehensive and quantifiable methodology. The alignment of vision, strategy, and execution
with company goals is emphasized using TCS Enterprise Navigator and solutions such as TCS
Change 4.0 and TCS Generative AI. Crucial elements include cross-functional cooperation,
open lines of communication, and stakeholder participation at all levels. The goal of the change
management process is to actively shape change rather than merely react to it. Workers are
portrayed as engaged contributors who help the transition succeed and foster an environment
where everyone feels involved in the process of change.

Any Other Interesting Aspect:

An interesting aspect of the impact of Anupam Singhal's leadership is the focus

on social and environmental responsibility. The division has used zero waste production
techniques, introduced purpose-driven mobility solutions, and sponsored numerous social
causes. TCS's overarching goal of building a brighter tomorrow is in line with this dedication
to making a beneficial influence on society and the environment. By making social and
environmental responsibility a top priority, TCS's manufacturing vertical can present a
favorable image of its leadership style, which extends beyond achieving business objectives.

CONCLUSION

Tata Consultancy Services, or TCS, has been a significant player in global IT services since
its establishment in 1968 under the Tata Group. With a workforce exceeding 614,000 across
55 countries, TCS is a significant presence in IT, consulting, and business solutions, boasting
a remarkable $27.9 billion in revenues for the fiscal year concluding on March 31, 2023.
Navigating the dynamic landscape of IT, TCS adeptly incorporates emerging technologies
such as 5G, AI, and blockchain.

Turning our attention to the industrial sector, TCS doesn't just offer a range of services; it
delves deep into consulting, system integration, cloud solutions, automation, IoT, analytics,
and industry-specific solutions. Yet, it's more than just services. TCS shapes its success through
diverse revenue strategies and strategic collaborations with major players in the tech industry.
It's not just business; it's the artful execution of strategies seamlessly unfolding.
Analyzing external factors through the PESTEL framework, TCS considers political,
economic, social, technological, environmental, and legal aspects. The organizational
environment is complex, dynamic, and rich, influencing TCS's strategic decisions and
adaptation to changes like the hybrid work model. TCS's organizational structure is
mechanistic, featuring high work specialization, rigid departmentalization, a long chain of
command, and centralized decision-making.
Internal stakeholders, including leadership, operations, R&D, and HR teams, play critical roles.
Potential conflicts and areas of alignment exist, emphasizing shared goals, open
communication, and joint problem-solving. External stakeholders, such as clients,
shareholders, suppliers, regulatory authorities, and communities, are vital to TCS's success.
TCS's strategy revolves around innovation, talent development, lean processes, brand building,
sustainable growth, stakeholder engagement, global expansion, industry focus, and digital
transformation.
In conclusion, TCS's comprehensive business approach, adaptive strategies, and stakeholder-
centric focus position it as a global IT powerhouse navigating the complexities of the modern
business landscape.

References
1.annual-report-2022-2023.pdf (tcs.com)

2.https://www.mordorintelligence.com/industry-reports/it-services-market

3.https://www.tcs.com/investor-relations
4.https://www.tcs.com/who-we-are/newsroom

5.https://www.slideshare.net/SumitAgrawal/tata-consultancyservicesanalysis