COURSE: LEADING CHANGE FOR SUSTAINABLE FUTURES
CASE STUDY: ELECTRIC VEHICLES IN INDIA
Project Submission
Student name (full name): Revanth Sharma.
Part I
Question 1 Tata is transforming itself to be relevant in the world of future mobility
by forming partnerships in EV ecosystem.
Developing new solutions and optimizing investments and creating
circular economy.
Transformational Change – Changing entire business model by
undergoing high complexity and high impact changes.
1. Setting up EV charging stations across key metros.
2. Partnering with Tata Chemicals to set up a battery manufacturing
and recycling facility.
3. Bullet financing options.
SWOT Analysis - TATA EV
Question 2a
Strength -
Fast charging capability of EV.
Focus on personal space.
Efficient ecosystem support team from TATA group companies.
Ziptron-platform for EVs (312 km/full charge)
Weakness –
High price points
Switching costs for direct substitutes is low.
Higher dependency on imports.
Small market share in passenger vehicles.
Opportunity –
Addressing durability and safety concerns.
Partnering Two Wheeler EV Startups.
Recycling of Lithium Batteries.
Expanding Z connect features.
Threat –
Supply chain connectivity.
Battery Prices.
Availability of suitable land for manufacturing plants.
Import tariffs.
SWOT Analysis – Mahindra EV
Strength –
Pioneer in R&D
Focus on shared mobility
Strong sales and service network.
NEMO cloud-platform.
Weakness –
Heavy reliance on limited products.
Switching costs for direct substitutes is low.
Higher dependency on imports.
Poor acceptability of Lithium –batteries.
Opportunity –
Corporate tie up for last mile connectivity.
Venturing into public transport.
Commercially viable vehicles.
Using Meru to push EV.
Threat –
Supply chain connectivity.
Exchange rate fluctuation.
Batteries prices.
Availability of suitable land for manufacturing plants.
Fleet vehicles are groups of motor vehicles owners or leased by a
Question 2b
business government agency or other organization rather than by an
individual or family.
EV fleets represent a particularly promising segment of the potential
risk for changing services, which can help fleet operators reduce costs
by procuring and managing energy in efficient ways.
Mahindra EV has an advantage in the fleet segment-
They are targeting fleet segment, sales penetration – 70%
Plans to push EV via Meru cabs in shared mobility segment.
Government policy support – Only 3-wheelers EV by 2023.
Technology and Nemo platform are aligned for fleet and public
transport segment.
Part II
Going by the statement of N Chandrasekaran;
Question 3
Avoided Action Bias by emphasizing on planned approach for
employees.
Inclusive:
Transition to EV in tandem with Government and the industry
(including TATA-universe)
Believed that this is a necessary initiative for India.
Logical and Passionate:
Tata motors to work with companies in TATA ecosystem to create a
viable environment for adaption of EV.
Focus on strong operational excellence to ensure positive cash flows,
while making right investments.
Flexible:
Ready to form partnerships, develop mobility solutions and optimize
investments.
Providing incentives to stimulate demand and called for achieving
sustainability goals by implementing emission norms across the value
chain.
Preparation before the change:
Question 4
1. Establish a sense of urgency.
a) Change champions bring the urgency by ‘burning platform’
b) Open minded to staff
c) Supported by credible figures.
2. Form a guiding coalition.
a) Building team with power, leadership qualities, expertise and
credibility.
3. Develop a strategic vision and initiatives which:
a) Inclusive, logical, passionate and flexible.
b) Short and crisp description.
c) Positive meaning.
4. Convey the vision for a buy-in:
a) Communicating the change vision:
Authentic: Use of previous success stories.
Simple: Can be explained in five minutes or less.
Repetitive and Multichannel: Communicated often and by all modes.
Engaging: Employee involvement in the change process.
Consistent: Action and vision in sync.
Techniques during the change:
1. Empower others to enact.
Analyze processes and the overall structure of the organization to avoid
any roadblock by ADKAR change model and Kubler-Ross change
curve.
2. Generate short terms wins:
Create a sense of accomplishment
Boost the team’s morale
Build the momentum for change.
After the short term project success for Mahindra and Mahindra
1. Sustain acceleration
Channelizing short term victories (Kaizen-technique)
Continuing to communicate the vision and delivering benefits.
2. Incorporate changes into the culture
Talking about progress every change you get.
Tell success stories about the change process.
Incorporating new norms and values when selecting and hiring new
talent, etc.
TATA NEXON SHORT TERM SUCCESS
Question 5
Tata motors switched to EV due to external drivers, like environmental
concerns and dependence on oil – 80%.
The “TATA Universe” ecosystem created a competitive advantage.
Usage of Ziptron-technology, made engine more efficient and safer.
Lithium-ion battery – better recycling rate, longer running time and fast
charging.
Features same as premium Non EV SUVs in same price segment.
Free home charger installation and 24/7 customer support.
Employee resistance from the sales department in developing a new
Question 6a
sales pitch or selling EVs to customers.
Using Prosci’s ADKAR Model:
1. Knowledge -
Identify knowledge gaps and get the right tools and training.
By training new employees to use a system and explaining its
relevance, the management would have ensured the least resistance
from them.
2. Ability -
Engage in two way communication.
Consider the time and activities needed to develop new skills.
Provide hands-on training.
Share knowledge building resources.
Using Kubler-Ross Change curve:
1. Shock/Denial
Stage of shock to be handled with empathy.
Organizational process barrier resulting from onboarding a new vendor
Question 6b
within 2 months, as against a standard onboarding timeline of 4
months.
Using Sponsors and Change champions for barrier identification.
Sponsor can make the new change an exception to the existing
processes.
Defining roles and responsibilities.
Documenting all the processes.
In the long run, sponsors can modify the existing processes to
accommodate the new change.
Top Recommendations:
Question 7
1. Process – Setting up a facility for recycling EV batteries and
automobiles, post government approves Battery Waste
Management Rules, 2020.
Recycling, recovery and repurposing of lithium-ion batteries
can create a circular economy and reduce dependence on
resources and materials used to make these batteries.
2. Strategy – Coming up with a branding and retailing strategy in
line with ‘Nexa’ from Maruti Suzuki, to make adoption of a EV
a more lucrative proposition in the eyes of the customer, will
also help in removing the myths around it.
3. Service – To be customer centric and capturing feedbacks from
the early adopters for continuous improvements in the EV’s, to
bridge the exception gap. Also providing easily accessible
service and charging stations on the important routes in India.
