BPP Coursework Cover Sheet

Programme MSc management with Project

Management (with Professional
Development and Planning (PDP)
module)

Module name Leading through Digital Disruption

Schedule Term First Term

Student Reference Number (SRN) BP0276950

Report/Assignment Title Summative Assessment

Date of Submission 01-08-2023

(Please attach the confirmation of any extension
received)

Declaration of Original Work:

I hereby declare that I have read and understood BPP's regulations on plagiarism and that
this is my original work, researched, undertaken, completed and submitted in accordance
with the requirements of BPP School of Business and Technology.

The word count, excluding the contents table, bibliography and

appendices, is 2467 words.

Student Reference Number: BP0276950 Date: 01-08-2023

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BPP School of Business and Technology

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 MSc management with Project Management (with
Professional Development and Planning (PDP) module)

LEADING THROUGH DIGITAL DISRUPTION

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 Table of Contents

Introduction................................................................................................................................3

Task 1: Opportunities and challenges analysis..........................................................................3

Task 2: New Trend for Digital Agility.......................................................................................5

Task 3: The Role of Digital Collaboration Tools.......................................................................7

Task 4: Digital Leadership.........................................................................................................8

Conclusion..................................................................................................................................9

References List.........................................................................................................................11

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Introduction

Leadership is a crucial consideration in the era of digital transformation since it has a big
impact on teamwork, sales, organisational changes in technological development, and
business structure. The term "Digital disruption" is regarded as the organisational
adjustments that businesses undertake to enable them to incorporate cutting-edge digital
technologies into their daily operations to suit shifting client needs. In order to realise their
full technical potential, organisations frequently use techniques like the Internet of Things
(IoT), Artificial Intelligence (AI), Big Data and Machine Learning (ML). The plans for Tata
Motors' digital transformation have been described in this assignment, along with a change
analysis of the company. Additionally, a number of methods for assisting companies in
staying intact with market developments have been proposed and suggestions for instilling a
culture of digital readiness at Tata Motors have also been elaborated in the assignment.
Additionally, certain leadership theories for productive teamwork in organisations have also
been covered in this assignment in an accurate manner.

Task 1: Opportunities and challenges analysis

Company Background

One of the biggest and most well-known automakers on the international market is Tata
Motors. The business was established in 1945, and the headquarters of the company is in
Mumbai, Maharashtra and focuses mainly on the automotive sector. In addition, Tata Motors
has a market value of $28.6 billion and employs nearly 82,000 people in its overall branches
(GlobalData, 2021). The business, a part of the automotive and caravan industries, makes
motor vehicles for the delivery of people or commodities. In addition, in comparison to the
fiscal year 2022, Tata Motors has recorded a hike in its overall sales of vehicles in the fiscal
year 2023 (TataMotors, 2023). The company has sold nearly 74 973 vehicles, which is higher
as compared to the sales of the previous year within the domestic market. Below is a figure
attached for the information mentioned above:

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 Figure 1: Total sales of vehicles in Tata Motors

(Source: TataMotors 2023)

The COVID-19 epidemic, general economic slump, changes to axle weight criteria, and new
emissions laws have all had a significant negative influence on the region's auto industry over
the previous two years.

Figure 2: Domestic Sales of Tata Motors

(Source: TataMotors, 2023)

The above-mentioned figure states that around 11,442 units have been sold by Tata Motors in
the domestic market by MH&ICV in the fiscal year 2023, comprising trucks and buses, down
from 12,056 units in May 2022 (TataMotors, 2023). However, in the fiscal year 2022, it has
been observed that the company has been able to sell 12,056 units in the domestic market.

Current Technological Challenges in Tata Motors

The operations of Tata Motors' manufacturing and vehicle manufacturing divisions are being
drastically impacted by the digital disruption. The company's customer experience and digital

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ecosystem have been enhanced by offering specialised services like charging stations and
remote vehicle unlocking through the integration of digital technologies into automotive
design. An important factor in optimising cloud services is well-built. Tata Motors, on the
other hand, has seen interruptions in its product line as a result of its aggressive digital
transformation efforts to boost flexibility (Haritas, 2022). The integrated solution has a
substantial impact on customer relationship management by enhancing business operations
through trip monitoring, cost management, and maintenance planning for models like the
Tata Nexon EV and the introduction of Fleet Edge. Tata Motors is discovered to be governed
by Industry 4.0 law as well because of its emphasis on real-time data integration for material
tracking and components processing. Production, quality and safety are all improved by the
digital industry ecosystem (Namugenyi, Nimmagadda and Reiners, 2019). Additionally,
information about manufacturing and logistics relationships, including inbound and outgoing
traffic, has been used to integrate data amongst Tata Motors for accomplishing greater results
and enhancing the overall ecosystem accordingly.

Digital Transformation Objectives

In order to combine strategic goals with a digital disruption plan and assist in the goal of
completing the digital transformation, Tata Motors must take into account both holistic and
data-driven decision-making. With a data management solution that can visualise its
activities, the organisation has been able to modernise both its operational processes and
digital infrastructure. Fleet Edge, which is a connected vehicle solution for fleet
management, was also introduced by Tata Motors (Haritas, 2022). Through trip management,
cost management, and maintenance schedules, the system aids clients in growing their
businesses. Currently, more than 180,000 connected Tata CVs equipped with these improved
connection features are being driven on Indian roads. Henceforth, Tata Motors will therefore
need to maximise information over the next five years, employ analytics tools to combine
data and make wise judgements in order to enhance sales and acquisition rates.

Task 2: New Trend for Digital Agility

Digital Business Agility Model

Hyperawareness:

The term "hyperawareness", in general, refers to an organisation's capacity to recognise and

react to developments occurring within the sector (Sheiko and Storozhenko, 2022). In the
context of Tata Motors, this entails observing pertinent digital trends, comprehending shifting
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competitive dynamics and gathering insightful information from clients, partners, staff
members and other resources. Furthermore, the company's strategies to expose its flaws and
the regularly shifting economic cycles and models have been considered to make the act of
complex connection exceedingly challenging. The business is committed to expanding the
market for networking technology. For this, the company has joined hands with Microsoft to
enhance the overall experiences of its consumers. TACNet, which is a platform offered by
TataMotors, tends to link potential mature start-ups in order to address current and
foreseeable problems with the mobility of goods and people (TataMotors, 2019). It aids the
business in developing better connections and lines of communication with all of its staff
across various departments. Gaining employee feedback on specific actions and difficulties
within an organisation can also be obtained using these technologies. Social media, on the
other hand, can also be utilised for this as well.

Making informed decisions:

After a thorough evaluation among senior members of the organisation, it is understood that
different viewpoints are taken into consideration. A lot of market and decision data is also
necessary for automated conversion probabilities. The effective implementation of data-
centric AI and adaptive AI systems will have a huge impact on businesses like Tata Motors,
further enabling collaboration with specialised technologies to deal with the variety and
dynamism of global markets, boosting growth, and fostering innovation (Shahapure, Kulkarni
and Shinde, 2022). It is essential to apply a variety of AI to manage a variety of data, plan
business, and develop human resources capable of adjusting to changing consumer tastes in
order to objectively analyse exceptional information. The many little decisions that
employees routinely make, as well as the gradual evolution of the important decisions that
determine the course of the company's future, are all part of Tata Motors' comprehensive
decision-making process. In order to interact with its staff, the company can use cutting-edge
collaboration technologies like Slack, Trello or Microsoft Teams. This will increase
transparency in the workplace by improving communication and reporting.

Leading Change and Transformation:

Predictive Analysis: Tata Motors should employ this system to monitor current and potential
events by reviewing historical data on change management activities. Additionally, predictive
analytics should be used to track previous purchases, do consumer profiling and make
informed judgements about future customer movements and behaviour. In an era of excessive

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digital exposure, understanding a user's preferences, motives, behaviours, and purchasing
habits demands additional investigation. As a result, an intelligent marketing approach relies
on leveraging intelligent technologies and data to track the digital footprint of potential
clients (Mohammed, 2019). Tata Motors must therefore consider the transparent application
of predictive analytics when establishing its pricing strategy, managing its product portfolio,
and establishing its sales plan.

Internet of Everything (IoE): Tata Motors should take into account this technological
technique to speed up decision integration for efficient business management. Inclusionary
decisions can be made fast by focusing on the right, right people, using the appropriate
technology, and at the right time by integrating numerous devices. Since the Internet of
Everything (IoE) gives enormous opportunities to function in a complex and linked business
environment, this can be done accordingly (Liu et al., 2020). By encouraging the use of video
conferencing and the hardliners who make judgements swiftly and gradually, the IoE will
also offer a chance to cut down on trip time and additional persuasion for Tata Motors
adequately.

Implementation of new technological trends

Task 3: The Role of Digital Collaboration Tools

Significance of digital culture at TataMotors

It has been prevalent that for its constant evolution, Tata Motors needs the right expertise and
brains. Without them, this ongoing change would not have been conceivable. Management at
Tata Motors believes that if the company adopts a more progressive supervisory culture,
employees will reinvent the IT systems of the company. Tata Motors can assist with
techniques of external recruitment to locate skilled individuals to work on various IT devices.
The company mainly focuses on two levers. Firstly, existing businesses must be transformed
for a data- and AI-driven future and new digital platforms must be incubated and scaled
appropriately (Tata, 2020). Recruitment attempts did not produce the desired outcomes. This
organisation's objectives include reaching out to potential managers and offering
opportunities online. The crowdfunding projects are yet another tool that sporadic innovators
like Tata Motors may employ to encourage an innovation culture within their organisations.

By coordinating their workers, organisations can further increase the involvement of their
representatives in decision-making. One person can assist the board in better senior-level
organisational transformation when they feel valued (Ophilia and Hidayat, 2021). As because
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formal leaders control organisational resources and motivate everyone to work by upholding
these ideals, businesses need to understand the role that formal and informal leaders play in
motivating employees (Forner et al., 2020). In order to facilitate structured processes and
achieve goals and vision, this will help generate fresh suggestions and proposals. Informal
leaders will be able to motivate the Tata Motors workforce to work independently and
flexibly while nurturing inventive talent with the aid of a shared vision and dynamic team
strategy.

Recommendations for Innovative approaches for a digital-ready Culture

Implementation of Boston Consulting Group's (BCG) into the business:

The customers must be given top priority in Tata Motors' business strategy, and staff
members must be urged to establish connections with them in order to come up with fresh
business concepts. Furthermore, giving staff duties improves their flexibility in understanding
how digital transformation is applied and how crucial it is for successful digitisation, which
eventually aids in knowledge dissemination (Nousopoulou, Kamariotou and Kitsios, 2022).
Using digital literacy to assess and assist prospective customers. As per BCG, if Tata Motors
is to successfully integrate digital team management with exposure to risk and sustainability
in a difficult economic situation, employees must be ready to take chances. Using digital
tools can help deliver consumer experiences across all social touchpoints by enabling
iterative cooperation through quick digital work. (Shakil, 2023).

Apply Two Pizza Rule from Amazon:

A digital-ready culture could be promoted by dividing internal teams into two, like two
pizzas, to enforce such a rule. Tata Motors could implement a similar strategy to promote a
culture of digital readiness as Amazon has used such a distinctive approach to achieving its
scalability and efficiency goals. By forming small teams, managers can spend less time
ensuring that employees are informed, and the organisation's objectives are being met
(Jammaers and Zanoni, 2021). Members of small groups can all use shared digital tools to
help foster a digitally ready culture.

Task 4: Digital Leadership

Digital Leadership Skills to be developed by the company

As per Daniel Goleman's leadership theory, leaders within businesses can use coercion,
autocracy, coaching, alignment, speed and other emotional leadership principles to influence

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subordinates on the basis of their emotional states (Williams, 2021). Tata Motors has been
able to implement visionary and democratic digital leadership ideas in accordance with the
leadership model offered. The leadership approaches have been mentioned below as follows:

Visionary Leadership Approach: The approach of visionary leadership will increase team
dynamism, which will be advantageous for Tata Motors as manufacturing, engineering, and
engineering teams may work together to develop new automobiles (Sastry, 2021). The
preparation for the introduction of new electric vehicles can improve an organisation's
reputation and brand recognition. Furthermore, by putting in the necessary effort to create a
superior vision, which will ultimately spur corporate growth, a solid partnership can be built.
High emotional intelligence lowers stress, which keeps the team engaged and motivated.
Collaboration also entails combining employee relationships to improve the workplace
(Bulińska-Stangrecka and Bagieńska, 2021). The interdisciplinary frameworks will be
strengthened through cooperation and accountability, while self-regulation guided by
visionary leadership will result in the discovery of new approaches and the production of new
concepts.

Democratic Leadership Approach: By promoting idea exchange and involvement in

regulatory procedures, a democratic leadership style approach can be suggested to promote
collaboration across the production, marketing, manufacturing, and operations divisions. Tata
Motors has a corporate programme to offer creative solutions for business growth (Shahidul
et al., 2022). Leaders at Tata Motors can engage in democratic leadership by debating ideas,
putting them into practice in day-to-day operations, and coming up with fresh concepts for
corporate growth. Selecting group members and taking part in decision-making are additional
duties of democratic leaders. The number of members of the organisation would increase if
Democratic leadership was used. This will promote positivity and highlight the corporate
culture of the organisation. The managers and executives at Tata Motors will therefore
concentrate on developing close bonds with their teams. This will enhance teamwork and
motivate teammates to grow closer and more trusting of one another (Rayiramkandath, 2021).

Conclusion

In conclusion, it has been contemplated that leadership is an important factor in the era of
digital transformation since it has a significant impact on teamwork, sales, organisational
changes in technology development and corporate structure. Tata Motors has a $28.6 billion
market value and over 82,000 employees across all of its branches. The company

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manufactures motor vehicles for people- or cargo delivery as a subset of the automotive and
caravan industries. An integrated solution that enhances corporate operations through trip
monitoring, cost management, and maintenance scheduling in models like the Tata Nexon
EV and global Introducing Fleet Edge has a tremendous impact on customer relationship
management. The technology helps clients expand their businesses by managing trips, costs,
and maintenance schedules. Currently being driven on Indian roads are more than 180,000
connected Tata CVs with these increased connection features. The company has been
dedicated to growing the networking technology market. For this, the business and Microsoft
have teamed up to improve the overall experiences of its customers. In order to address
present and prospective issues with the mobility of goods and people, TataMotors' TACNet
network links potential mature start-ups to reap greater results accordingly.

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References List

Bulińska-Stangrecka, H. and Bagieńska, A., 2021. The role of employee relations in shaping
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https://www.mdpi.com/1660-4601/18/4/1903

Daş, Y., Yüksel, Ş. and Beşir, H., 2022. Visionary leadership phenomenon in school
management. International Journal of Current Educational Studies, 1(1), pp.1-13.
https://www.ijces.net/index.php/ijces/article/view/8

Eizaguirre, S. and Parés, M., 2019. Communities making social change from below. Social
innovation and democratic leadership in two disenfranchised neighbourhoods in
Barcelona. Urban Research & Practice, 12(2), pp.173-191.
https://www.tandfonline.com/doi/abs/10.1080/17535069.2018.1426782

Forner, V.W., Jones, M., Berry, Y. and Eidenfalk, J., 2020. Motivating workers: how leaders
apply self-determination theory in organisations. Organization Management Journal, 18(2),
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Jammaers, E. and Zanoni, P., 2021. The identity regulation of disabled employees: Unveiling
the ‘varieties of ableism’in employers’ socio-ideological control. Organization Studies, 42(3),
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Nousopoulou, E., Kamariotou, M. and Kitsios, F., 2022. Digital transformation strategy in
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Ophilia, A. and Hidayat, Z., 2021. Leadership communication during organisational change:
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https://pdfs.semanticscholar.org/671e/a6e8381dbc8fa27be3fed9140fb3066c3106.pdf

Rayiramkandath, R., 2021. Authentic Leadership and Its Role in Building Psychological
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abstract_id=4024975

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https://www.ipeindia.org/wp-content/uploads/2021/10/JoMV-Jan-Jun-2021.pdf#page=40

Shahidul, I.M., Fariba, A., Sarker, A.M.J., Muhammad, A. and Sebastian, Z., 2022.
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Shakil, M.Y., 2023. Customer Experience Management: Digital Transformation in Fast-

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