塔塔董事长辞职引发继任与治理挑战

What does this look like to you? Why the demand from Chair Chandra that there be unanimity around him for the chairmanship? And why just step down? Because he's not getting it like this? Yeah. It's so to me, it's a very, very shocking kind of situation, which should not have happened. Uh, this is primarily because, uh, Tata has always been considered as an institution that has evolved since. And I'm sure you had set it up long ago.

All the leaders, all the successors have built it up together. And there are some of the key values driven, uh, by the, um, the followed by the Tatas are one is, uh, continue to, uh, fundamentally test to achieve nation building, uh, predictability. All these values have been there, and this announcement has precipitated that. It has become so bad that that that us has lost that kind of a confidence. And that's reflected in terms of the stock market performance also.

So it's a major, major challenge for traders also. Uh, because uh, that is actually three key things related to this. One is that this was this. Everyone thought that this would go, uh, blow away. This would not get into this kind of a situation where Chandra would put in his papers. And this is really shocking. What does this going to mean for succession then at Tata, in terms of who is the chair? And, you know, particularly now that this AGM supposed to be happening in five days won't be going ahead?

Uh, it's going to be tough. I mean, there are I mean, to me, there are multiple reasons factors involved. One is, uh, the regaining the confidence of the multiple stakeholders. It's not the shareholders because Tata has always been a service oriented society, controlled the trust based Organization. So and also there are multiple stakeholders in a highly diversified conglomerate. And everyone has faith in this belief in this.

Many people work for this are associated with tractors because of the trusteeship principle it has always followed. And regaining that kind of confidence is not going to be easy, because this is that data is and has never been considered as a sort of a typical family business with fields inside and the the owner driven kind of purpose. And all of this has been professionally managed throughout. So regaining that kind of confidence is not going to be so easy.

That's one second is that succession is not an event. Succession is a process and succession, especially for a again or an organization which has which is driven by two key dimensions. One is the business performance, economic performance and actual performance. That's one part. The second is the values and always, uh, I mean. Right. I'm sure they are the or the thing that does time or even when they look for, uh, gender in between.

Cyrus. Mr.. Came and there was also questions about his commitment to the values that led to the conflict between data and this ministry and his exit. So when we know all these things, finding a successor is one is that finding a successor is not easy. Cyrus. Uh, time it took long generations. Time it took long. And it's not going to be easy, that's why. Second is that even if you find somebody, will there be somebody who is, uh, interested in stepping into this role, especially this time?

And there are two different factors. One is, is that the external environment is turbulent. And whether you take geopolitical, technology or market conditions and everything is boiling and it's a stormy water, you don't change the captain of the ship. When the ship of the ship is in the in the water of waters. And that is very important. Finding somebody who is capable, who is interested in stepping and will be very difficult.

Third point, very briefly, is that regaining the purpose that is also going to be very difficult. What are the implications for India as a whole as well, because Tata is so huge, involved in so many infrastructure projects that could there be delays, disruptions and could this take on a political dimension? Oh yes, it can. It can. And, uh, if you look at the history, uh, for instance, during the land's uh, uh, succession issue, then Dhirubhai Ambani passed away and there were issues between Mukesh Ambani and Anil Ambani.

The Government of India stepped in directly and they said that you can't continue with this feud. You have to stop. It's not. You are your private company. It's a national company. The same kind of issues are there. And therefore I expect the Government of India to play. Uh, it's not a direct role and indirectly, and I expect the board to show its wisdom further and also prevail upon tech, because there is a need for collective wisdom applied at the board level, at the organization level.

If the board is not united, it will get sent wrong signals to the ones to us. Yeah, well, to that point, I mean, the board is mostly united. It's just one holdout. Null Tata. Is there some risks for him going forward and, you know, effectively holding this process to ransom? Well, I think that he is not playing the trusteeship responsibility. Yeah. Bestowed on him. He should have said that we are collectively I may have a view, but if the collective wisdom of the board is different, I go with that.

He should have sat down and instead of pushing with his own agenda that this is not correct. It's not an owner driven company. It is a collective wisdom of the board. And the board members are all very, very wise people. And that is where somebody has to prevail upon all tapped out and say that you can't play with this. You can't bring your ego into this picture. And it may be the government of India, it may be the, uh, uh, the industry community.

It paid me the investment community. It may be the wise people within the country who may have to prevail upon him. I mean, uh, finding a successor immediately is not easy. I mean, keeping the ship under control is the first thing. And that will happen only if some of, uh, facilitation is is done to control the ego and get now on the side of a collective decision making. Otherwise, it is not going to be easy. And we can't afford this to continue for long.