Dear All Friends,
There may have been many turnaround stories of Indian corporates in recent past. It may be easy to turnaround a new generation organization, but affecting a turnaround in a company with 90 years of age and a century-old corporate legacy; perhaps even difficult to dream for anyone.
The company, which in 1997 was on the verge of closure and was planning for downsizing and financial restructuring with 5000 employees and only a mere 18% of market share with no exports, started an excellence journey in 1998 to bring about transformation under the charismatic leadership of Mr. Bhushen Raina. It is all about TCIL - a Tata group company manufacturing tin plates. Due diligence prescribed re-engineering of processes/systems and a quest for challenging the status quo within made it possible.
Bhushen Raina, Managing Director, changed the way TCIL used to do business. In twelve years, the renewed vision of the company aims to become an industry leader in value creation, servicing packaging needs, and creating a greener future. Sales/production increased to 125%, exports touched 28%, and employees' strength reduced to 1715, thus figured out as a case study of IIM-A.
The long association of 40 years of Mr. Raina with the Tata group is itself a story, especially when new age professionals consider themselves corporate fossils within 2-3 years of service. Business Manager cover feature is on the perspective of Mr. Raina, the corporate leader on all contemporary & HR/Org. issues, who made this turnaround possible.
Regards,
Anil Kaushik
Chief Editor, BUSINESS MANAGER
B-138, Ambedkar Nagar, Alwar-301001 (Raj) India
Landline: 0144-2372022 Mob: 09829133699
YOUR TODAY'S PROBLEMS ARE YESTERDAY'S WRONG DECISIONS
From India, Delhi
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181There may have been many turnaround stories of Indian corporates in recent past. It may be easy to turnaround a new generation organization, but affecting a turnaround in a company with 90 years of age and a century-old corporate legacy; perhaps even difficult to dream for anyone.
The company, which in 1997 was on the verge of closure and was planning for downsizing and financial restructuring with 5000 employees and only a mere 18% of market share with no exports, started an excellence journey in 1998 to bring about transformation under the charismatic leadership of Mr. Bhushen Raina. It is all about TCIL - a Tata group company manufacturing tin plates. Due diligence prescribed re-engineering of processes/systems and a quest for challenging the status quo within made it possible.
Bhushen Raina, Managing Director, changed the way TCIL used to do business. In twelve years, the renewed vision of the company aims to become an industry leader in value creation, servicing packaging needs, and creating a greener future. Sales/production increased to 125%, exports touched 28%, and employees' strength reduced to 1715, thus figured out as a case study of IIM-A.
The long association of 40 years of Mr. Raina with the Tata group is itself a story, especially when new age professionals consider themselves corporate fossils within 2-3 years of service. Business Manager cover feature is on the perspective of Mr. Raina, the corporate leader on all contemporary & HR/Org. issues, who made this turnaround possible.
Regards,
Anil Kaushik
Chief Editor, BUSINESS MANAGER
B-138, Ambedkar Nagar, Alwar-301001 (Raj) India
Landline: 0144-2372022 Mob: 09829133699
YOUR TODAY'S PROBLEMS ARE YESTERDAY'S WRONG DECISIONS
From India, Delhi
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