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STRICTLY CONFIDENTIAL DATA | not for circulation @ ESOMAR, 2018 ADRIAN TERRON 1500,000,000:100,000,000,000:150 EDITING THE CUSTOMER CENTRICITY GENE FOR THE NEXT CENTURY
Tata Sons - InternalSTRICTLY CONFIDENTIAL DATA | not for circulation
@ ESOMAR, 2018
ADRIAN TERRON
1500,000,000:100,000,000,000:150EDITING THE CUSTOMER CENTRICITY GENE FOR THE NEXT CENTURY
Tata Sons - Internal
Carl Sagan“The secrets of evolution are death and time – the deaths of enormous numbers of lifeforms that were imperfectly adapted to the environment; and time for a long succession of small mutations.
“
Tata Sons - Internal
does the world of business have the samegenetic truth?
Tata Sons - Internal
only adaptive evolutionensures continued success
LEVERAGING COMPETENCE CREATING LEGACIES
150 years
14 years
15 years
158 years
53 years
150 years
Tata Sons - Internal
communityat the core
customercentricityat the cutting edge
ORIGIN PROGRESSION
“In a free enterprise, the community is not just another stakeholder in business, but is in fact the very purpose of its existence”
J N Tata, founder, TATA group
“…Great value for all our stakeholders…can only be achieved with a relentless focus on the customer…”
N Chandrasekaran, Chairman, Tata Sons
Tata Sons - Internal
TATA SONS
CORE PHILOSOPHY REMAINS UNCHANGED
PARENT CORPORATE TATA ENTERPRISE TATA BRANDS
TATA TEA
TATA SALT
TCS
TATA STEELTATA TRUST
Tata Sons - Internal
We Serve20%
of humanity
66%of Dividends to Tata Trusts
Group Revenue 4% of India’s GDP
289 companies
Global presence 100 countries
17 industries
Global top 10 in 6 industries India Leader in 4 industries
TATA GROUP
Tata Sons - Internal
scale
VARYING SCALES ANDDIVERSE NATURES
DIFFERENT CONTEXTUAL REALITIES
DISPARATE CAPABILITIES& RESOURCES
LARGE GEOGRAPHICAL DISTANCES
diversity complexity
Tata Sons - Internal
THEASYMMETRY CHALLENGE
THEACTIVATION CHALLENGE
THE ADAPTATION CHALLENGE
THEAGGREGATION
CHALLENGE THEAGILITY
CHALLENGE
THE ASSESSMENT CHALLENGE
decoding organizational
complexityA Strategy that Solves for
these Challenges
Tata Sons - Internal
IS LONGEVITY ELUSIVE?
Tata Sons - Internal
01CREATING A SYSTEM
02FUELING THE SYSTEMIntent & inspirationCapability & capital
“TAKING THE COMPLEX AND MAKING IT SIMPLE”
Tata Sons - Internal
RIGHTMESSAGING
RIGHTEXPERTISE
RIGHTNETWORK
1 THE SYSTEM THAT PROMOTES CUSTOMER CENTRICITY AT TATAS
Tata Sons - Internal
PROCESS
Customer centricity charter
Driving desirable behavior
Annual cycles
Insights, actions, outcomesEngaging expert
Passionate volunteers
Focused professionals
Definitive leadership
PEOPLE
1 THE SYSTEM THAT PROMOTES CUSTOMER CENTRICITY AT TATAS
Tata Sons - Internal
CREATING A SYSTEM
01
02FUELING THE SYSTEMIntent & inspirationCapability & capital
“TAKING THE COMPLEX AND MAKING IT SIMPLE”
Tata Sons - Internal
Intense annual ritual to reward excellence in customer processes
Platforms for function-specific leaders to interest, interrogate, and influence each other
Unconventional collaboration for mix-match expertise and synergy-led outcomes
2 MAKING THE STRUCTURE WORKIntent & inspiration
CONVERSATION
RIGOURRECOGNITION
ACTION
Tata Sons - Internal
APPLYINGSKILL-BUILDING
EXPLORINGINVESTING
Uncover unique insights, develop first-hand knowledge
Access to new technologies through global scanning
Competency building for CXOs to frontline
2 MAKING THE STRUCTURE WORKCapability and capital
Tata Sons - Internal
THE SELF-EVOLVING PROCESS IS EMPOWERED BY ENABLING CAPABILITIES
TATA MANAGEMENT TRAINING CENTRE -
corporate university
TATA INSIGHTS & QUANTS-A central unit for data and
analytics
TATA INDUSTRIES-Central arm identifying
emerging businesses
TATA BUSINESS EXCELLENCE GROUP- Driving process excellence
TATA STRATEGY MANAGEMENT GROUP-Driving winning strategies
TATA WORLD- Digital community accessible to 700,000 employees
CUSTOMER CENTRICITY PROGRAMME
Tata Sons - Internal
Composite score combines efforts & linked business outcomes based on annual assessment
Aggregate customer focus score of the TATA Group
MEASURING CUSTOMER CENTRICITY
Introducing customer focus score: a unique measure of customer centricity
2014 2015 2016 2017
52.751.1
49.647.9
Tata Sons - Internal
translating intent into behavior cases of ceaseless customer
centricity
Tata Sons - Internal
The curious case of being too special
EVEN CORE INSIGHTS MUST EVOLVE WITH CHANGES IN CUSTOMER CONTEXT
TITAN COMPANY
22%Growth in Sales
360o approach:Social listening, conversations, transaction histories,brand studies…
TATA ENTERPRISE
Tata Sons - Internal
RALLIS INDIA LIMITED Norm-breaking
connect with 50,000 farmers in 1 season, additional profit of USD 9 mn
Incursions into early innovation
CUSTOMER GOALS MUST FRAME BUSINESS GOALS
Industry-first use of Geo spatial targeting to deliver personalized advisory packages in local language with simple UI
TATA ENTERPRISE
Tata Sons - Internal
TATA STEEL LIMITED
Double-digit growth in share of business and account-value with specific customers
Crystal-gazing into your customers’ minds
SHARPENED FOCUS CAN DRIVE MAXIMUM OUTPUT FROM EFFORTS
Value Analysis Value Engineering (VAVE) with
one of the world’s largest passenger car makers
TATA ENTERPRISE
Tata Sons - Internal
TATA INDUSTRIES
Investing in building knowledge of futuristic know-hows
Scanning the future
KNOWLEDGE TO AID EDGE OVER COMPETITION
§ Showcasing winning ideas to Group companies
§ In-depth understanding of the solutions
TATA ENTERPRISE
Tata Sons - Internal
MUTATING MEANINGFULLYTHE NEXT 1000 DAYS OF EVOLVING THE CUSTOMER CENTRICITY GENE
EMPHASISING THE ROLE OF THE
CMOs
ADOPTING CUSTOMER CENTRICITY ACROSS
FUNCTIONS
INVESTING IN REDEFINING CONCEPTUAL
FRAMEWORKS
ADAPTING CUTTING EDGE TECHNOLOGY IN THE EVERYDAY
Tata Sons - Internal
…The cycle is thus complete. What came from the people has gone back to the people many times over...
JRD Tata
“ “
