This refers to the editorial, “Palace coup at Tatas” (October 26). With the ouster of Cyrus Mistry, the Tata group’s eponymous brand value has got a shelf-life tag. Mistry was inducted at a time when Indian and global economies were far from cosy. To assume that he must alone take the brunt of it all, given the manner of his exit, is to assume that other company internals were more than perfect. This could well make the next incumbent wary of bringing in any change — and worse, abhor it .
Mistry's generation has grown on competitive competence with little awe of brand banners. It puts greater trust on innovation, goes by the book and applies first principles of running a huge company, whereas the older managers perhaps relied audaciously on company pedigree/brand clout. And there may lie the difference. The old guard seems to have prevailed for the time being, but surely it must have realised that things will need to be done far differently, now on.