The Nano Project : Culture and Management

Long and frequent

meetings Bring team Used
Express concerns together expertise of
Self commercial
Challenge assumptions Fast Decision
Celebrate achievements
Sourcin vehicle and
Recognize Delays g two-wheeler
arm
NEW
TEAM
Designers Suppliers were To meet the
Suppliers + were advised directly aggressive cost
Design Team + where the negotiated by targets even
Sourcing Team pricing stands Tata Motors and the suppliers
and whether to meet targets like Bosch for
there is need of post sale engine
to stretch and efficiency in management
further bring terms of fuel kit showed
prices in target and great
maintenance commitment to
The Nano Project : Role of upper management
Most important were the price targets : Abandon the project rather than altering
the price
Mr. Ravi Kant
Mr. Ratan Tata : Chairman Mr. Ravi Kant : Managing
4-5 hours of review every ApprovalDirector
requirement for
month even Re. 1 item to meet
Direct interaction with target costs, this happened
engineers only for Nano project
Demonstrating directly to Managing timeline and costs
chairmen kept them
motivated
Naysayers fired him and
2008, the launch year, saw a very steep price increase in
the team
steel, tires etc.
Mr. Ratan Tata kept Nano at promised price a promise is a
promise
Nano launched at a dealer price of Rs. 100,000 VAT and
transport extra
LAUNCH Three variants Standard, CX and LX models
Brought car ownership to a completely new kind of customer