00:0027th January 1987, one son of a Tata Group was a software programmer in Tata Group.
00:06And for 22 years, this group gave him the most big group of the country.
00:14Cut to 6 October 2009.
00:17This is the year when N. Chandrasekharan has Tata Consultancy Services,
00:22or TCS CEO and Managing Director.
00:24In 45 years, the Tata Group was the youngest CEO.
00:31When they charged, TCS revenue was about 6 dollars.
00:36And the company was 42 dollars.
00:39But in the next 8 years, Chandrasekharan has TCS a firm which none of them did.
00:45Revenue triple was.
00:47The market capitalization was 1,46,000 crore, 5,50,000 crore.
00:53And TCS is the most valuable company.
00:57In this video, we will talk about N. Chandrasekharan's story.
01:00So, we will talk about N. Chandrasekharan's story.
01:01And the company has made this decision,
01:04which is the same as the Tata Group.
01:08And the company has made this decision.
01:12And the company has made this decision.
01:14And the company has made this decision.
01:16And what a question mark is that,
01:20we will also get this decision.
01:25If you are thinking of a leader in your life, you will be the points that you will be able
01:35to make your leadership journey a different level.
01:39Today, we will tell you how in October 6, 2009, an ordinary engineer became the most powerful business leader of
01:50India.
01:51In 2017, when Chandra Shekharan Tata Group became chairman, this was not a promotion.
01:59This was a new leadership style, which made TCS and Tata Group.
02:04In 2000, the leadership journey of N.Candra Shekharan's leadership journey was not changed.
02:11This was a leader's transformation, which built a business unit in the beginning,
02:17then managed big global operations, and finally became the strategic direction of the CEO.
02:24But the question is that, in this transformation, what changed their leadership style?
02:30How did a hands-on leader have a delegation?
02:34How did operational excellence become their identity?
02:38How did it become a leader in 2009 in 2019?
02:40How did it become a leader in 2009?
02:42How did it become a leader in 2009?
03:02He was closely monitored, going to detail and going to control some of the things he wanted to control himself.
03:09One time, he had a job done.
03:12Because the business that he was managing, he was managing the scale.
03:15But the way he started to expand his business, the challenges changed.
03:20The question was not that he himself could be good execution.
03:24The question was that he could empower a big team,
03:27and manage his quality results.
03:28They could manage the results, and manage their results.
03:31He had a big change in leadership.
03:32He had a very big change in delegation.
03:36He had a big decision to take on people's responsibility,
03:40and trust making results and delivering results.
03:44The business unit was about 500 million dollars.
03:48This was after Mumbai, Global Delivery Head was the first-day delivery centre.
03:55This role had a different challenge in front of them.
04:00They were not just a business unit, but on a scale of people, operations, clients and delivery.
04:07This was the stage where the leadership of the individual executions started to go to organizational leadership.
04:15Now, the year 2000.
04:17In 2000, the mid-term of the year was increased.
04:22Their focus was only on a business unit.
04:24Their performance was not limited.
04:26Their whole organization's operations had to understand their leadership style.
04:32Their operational excellence had to become a core.
04:36What was the process?
04:38How could the execution be better?
04:39How could the client be better?
04:42And the most important,
04:44how big organizations were consistent.
04:48In these questions, their focus was increased.
04:50They came to the year 2007,
04:52which was a great year in their career journey.
04:56They had the chief operating officer, COO,
05:00and executive director appointed.
05:02Now, it was just a new designation.
05:04It was a new transformation,
05:06which was the last few years.
05:08Now, they were the most important operational leaders.
05:12After that,
05:14the leadership style of the CEO was more important.
05:17The strategy was meaningful to them,
05:20when they were efficiently executed.
05:22So, it was just a growth story.
05:24It was just a growth story.
05:25The process, people, clients, and delivery systems
05:28would be more important.
05:30And in this time,
05:31the CEO of the CEO,
05:33S. Ramadurai's close-eyed.
05:36This period,
05:37it was only the operational responsibility.
05:39It was only the leadership of the leadership.
05:41They were ready for the role.
05:43They were ready for the role.
05:44They were ready for the company.
05:46They didn't have the direction of the company.
05:47One way,
05:48to see,
05:48the 2007 year,
05:50there was three things.
05:53The first,
05:54the technology and business.
05:56The second,
05:57the operational discipline.
05:59The third,
05:59the big organization.
06:01to scale the ability.
06:03But its leadership of the evolution
06:05is now still not done.
06:06Let's go.
06:06The same,
06:07the strategic and aggressive vision
06:10and the thinking of the path of the strategic and aggressive vision.
06:12That's the aim of the operational management.
06:14and planning,
06:15the strategic expansion.
06:17It was thought of it.
06:18And internally,
06:19there were a perception.
06:20It was made to be an aggressive and bold vision.
06:24This one,
06:25The other,
06:26the latest,
06:26the expansion was built from the United States.
06:28A UK dollar trip,
06:30when they saw the potential of Latin American market closely.
06:34After that, they had a detailed plan in this region.
06:41This is a small example of their leadership style.
06:45Now, they were thinking that the existing business could be better.
06:49They were thinking that the company could go into the growth phase.
06:53They had a transition from execution to the strategy.
06:56They had a full transition.
06:58A successful operational leader and strategic leader,
07:01this is a big answer.
07:03This is a summarized form of this whole video.
07:06The operational leader asked us how to do better.
07:10The strategic leader asked us what to do,
07:13and where is the next big opportunity?
07:15Chandra Shekharan was combining both roles.
07:18Then, on October 6, 2009.
07:21N. Chandra Shekharan was the CEO and Managing Director.
07:26He was only 16 years old.
07:29This was the most important part of their leadership journey.
07:33Now, he was not a leader.
07:36He was a full TCS.
07:37This is a big leader.
07:40This was a big leader in the world.
07:40that the global economy was a big financial crisis.
07:43This was the big advantage of the global financial crisis.
07:46was the uncertainty of the technology companies.
07:50The client's increased to the technology spending.
07:52The clients of the technology spending were more cautious.
07:53In this environment,
07:55CEO,
07:55to balance growth and stability in their leadership data, process and execution
08:03became important, but now long-term strategic thinking of it.
08:08In 2000, the hands-on leader became a CEO, which could scale a big organization and
08:15strategic direction. This leadership journey has 4 big lessons.
08:20The first lesson is delegation. A leader can't scale every job in their own organization.
08:26The first lesson is delegation and empowerment. The second lesson is operational excellence.
08:34The big strategy happens when you have the execution. CEO has the same principle.
08:41The third lesson is strategic vision. Leadership doesn't mean just existing business.
08:46The second lesson is growth and opportunity.
08:51Latent in America expansions were showing this strategic thinking.
08:55The fourth lesson is scale and stability.
08:58The second lesson is a big challenge.
09:00But by scaling the organization's culture processes and execution quality.
09:05The third lesson is a big challenge.
09:07We will tell you that in this video, we will tell you the 4 points.
09:10We will tell you that your leadership journey will change your leadership journey.
09:12If we look back in 2009, we will see the CEO and CEO results.
09:16This leadership transformation impact will show more and more.
09:20In 2009-2017, TCS revenue is about 1,08,000 crore.
09:26Net profit is about 24,375 crore.
09:30And TCS is the most valuable companies.
10:01This leadership transformation.
10:03एक hands-on business leader से एक strategic, operational और company-wide executive बनने की कहानी
10:08कहानी जरूर थी इस विडियो में लेकिन अब सवाल जो हमने शुरुआत में पूछा था
10:13कि आखिर N. चंदुशेकरन के resign करने के बाद company की तस्वीर कैसे बदलेगी
10:19देखिये अभी तक कोई भी नया leader appoint हुआ नहीं है और वो appointment जब होगा
10:23तो उनके सामने सिर्फ एक journey की शुरुआती picture से लेकर के अब तक की green green picture नहीं होगी
10:29बहुत बड़े challenges हैं जो N. चंदुशेकरन के step down करने के बाद एक नय लीडर के सामने आएंगे
10:36क्योंकि already Tata Group में काफी कुछ चल रहा है और जिसकी वजह से कहीं न कहीं
10:41N. चंदुशेकरन ने step down करने का फैसला भी किया है
10:44क्या है अपना tenure वो पूरा करेंगे और उसके बाद वो अगली बार Tata Group में कोई भी responsible पद
10:50लेने के लिए
10:50इस चुक तो नहीं है लेकिन देखते हैं आप Tata Group में आगे क्या कुछ होता है
10:54और कौन N. चंदुशेकरन की जखा लेगा और क्या ये जर्णी Tata Group के लिए ऐसी ही चलती रहेगी
10:59अभी भी ये बड़ा सवाल बना हुआ है
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