Structured for Agility A key concern that sustained growth engenders is the potential loss of agility in an organization that

has outgrown its structure. Another concern is around whether and how the organization will be able to focus on the right sectors for future growth. Both these concerns are addressed by the new organization structure that TCS rolled out in 2008. This structure was designed to not only enhance customer focus and accountability, but also to provide agility by reorganizing TCS into multiple, smaller operational units consisting of4,000-15,000 employees, each pursuing the best possible growth in their individual domain (See Figure 8). Each of the market-facing Business Units owns its own resources and pursues growth in its respective domain at the best possible pace that the domain can support, with all the agility and focus of a smaller company. The effectiveness of this structure was evident in FY 2011, when every business unit turned in the best growth its industry afforded, enabling the Company to report industry-leading topline growth, while expanding margins further year on year.

Work specialization- The work specialization is high as we can see from the structure that each role has clearlya defined responsibilities. Departmentalization- Departmentalization is high as we can see from above structure that the structure is divided into each unit as R&D,HR,Finance,Marketing,Legal etc. Chain of command-Is high as the unbroken line of authority extends from the top of the organixation to bottom Span of control-Is high as wide span of control exists. Decentralization-The decision making authority is decentralized to the respective individual units.

Formalization-is low as the jobs are done according to the changing client requirement.hence jobs cannot be formalized. Organic model- we can relate the TCS structure to the Organic model with the following charecterstics. *Cross functional teams *cross hierarchial teams *free flow of information.

*wide spans of control *decentralization. *low formalization.

Corporate Strategy
Growth has been the key theme of TCS' journey so far. Learn more about TCS and the strategy it is pursuing for continued longer-term growth.

Corporate Overview
Tata Consultancy Services Limited (TCS) is an IT services, business solutions and outsourcing organization that delivers real results to global businesses, ensuring an unmatched level of certainty. TCS offers a consulting-led, integrated portfolio of IT and IT-enabled services delivered through its unique Global Network Delivery Model (GNDM). Learn more about TCS in the Corporate Facts section.

The Growth Opportunity

TCS operates in a large, growing global market for IT and IT-enabled services. Globally, organizations are spending more on IT as new technologies emerge, offering unique opportunities to gain a competitive advantage. Moreover, industries and geographies that lagged behind others in leveraging technology are now catching up. Further, the proportion of IT services budgets that is spent on external providers is going up as the shelf-life of technologies is reducing and corporations are looking for greater efficiency and variability in their costs. With a minuscule market share in this growing market, there is much headroom for TCS longer-term growth.

Strategy For Longer-Term Growth

TCS strategy for longer-term growth is to continually extend the core IT services business by expanding its geographic reach, industry coverage and service capabilities and deepening existing client relationships, building or acquiring emerging businesses and adopting or creating new business models and business solutions through continuous innovation. Key elements of this strategy are summarized here:

Customer-centricity Full Services Capability Global Network Delivery Model (GNDM) Strategic Acquisitions

Non-linear Business Models

Customer-centricity: We seek to build, nurture and deepen customer relationships so we are trusted strategic partners to our customers. Our industry-segmented, customer-centric organization is an important enabler that has ensured high levels of accountability, superior customer service and intimacy. Full Services Capability: TCS has been investing in building a comprehensive, integrated portfolio of services to capture the entire value chain of IT, presenting a compelling value proposition for global enterprises making us a one-stop shop for many key clients, significantly deepening the relationship and boosting our share of the wallet. Global Network Delivery Model (GNDM): TCS' GNDM lets us seamlessly and uniformly deliver services to global customers from multiple locations across India, China, Europe, North America and Latin America. Teams separated by time zones collaborate on projects, leveraging all of TCS' assets while subscribing to one global service standard. It uses multiple levers of time zone, language, skills and local business knowledge to deliver high quality business solutions seamlessly across the globe, using a globally connected workforce, integrated delivery processes and multi-tiered infrastructure. This model developed by TCS is now recognized as the benchmark of excellence in software development. For large clients expanding beyond their home markets, the scale and depth of our GNDM capability makes us their preferred strategic partner. Strategic Acquisitions: While primarily focusing on organic growth, TCS is also open to selective strategic acquisitions in order to penetrate select markets, strengthen verticals and enhance service offerings. Non-linear Business Models: TCS has been building non-linear growth businesses that can enable revenue growth without commensurate headcount growth. Non-linearity in the existing businesses comes from productivity-enhancing tools, frameworks, solution accelerators and managed services engagements. In addition, TCS is pursuing three strategic initiatives for non-linear growth:

Software Products (Asset Leveraged Solutions) Platform-based BPO services (Process Clouds) iON an IT-as-a-service solution for small and medium business

The organization structure affects the company strategy.from the above points we can make that TCS follows the following strategy. *Innovation strategy-TCS emphasizes on the introduction of new major products and services every year.

N Chandrasekaran (Chief Executive Officer and Managing Director) Natarajan Chandrasekaran (Chandra) is the Chief Executive Officer (CEO) and Managing Director of the company. Responsible for formulating and executing the companys global strategy, Chandra has been at helm of several key strategic transitions at TCS since 2002 when he took over the role as head of global sales. In his previous role as Chief Operating Officer, he was the architect of the new organization structure unveiled in 2008, which created multiple agile business units focusing on domains and markets as well as built strategic business units in order to pursue new initiatives with the ability to invest, develop and mature new ideas. Under his leadership, TCS pioneered the creation of its unique Global Network Delivery Model (GNDM) across five continents and ventured into new markets including Europe, China and Latin America. It added new business lines like BPO and infrastructure and assurance services. Chandra has also driven the domain diversification drive that has seen the company enter new verticals like media and information services as well as high-tech. All of these have matured into sizeable businesses under his mentorship and guidance. Chandra personifies TCS commitment to customer satisfaction and high quality of deliverables. Through his experience in a variety of operating roles across TCS, he has built a reputation in the IT services industry for his exceptional ability to build and grow new businesses and nurture long-term relationships. He has also been a champion of software and business quality for the industry. Chandra represents TCS on several global and local forums. He is a member of Executive Council, National Association of Software & Service Companies (Nasscom) and a senior member of the Institute of Electrical and Electronic Engineers. He is on the board of Tata Business Support Services, as well as many TCS subsidiaries. Chandra joined TCS in 1987 after completing his Masters in Computer Applications from Regional Engineering College, Trichy, Tamil Nadu in 1986. He also holds a Bachelor of Science in Applied Science from the Coimbatore Institute of Technology, Tamil Nadu. Beyond the office, Chandra is a passionate long-distance runner and has completed marathons in Mumbai, New York, Prague, Stockholm and Vienna. Born in 1963, Chandra lives in Mumbai, with his wife Lalitha and son Pranav.

Chandra has great influence on the company in achieving the goals. S Mahalingam (Chief Financial Officer and Executive Director) Seturaman Mahalingam, or Maha as he is better known, started his professional career with TCS in 1970. In his 40-year career with TCS, Maha has been involved in myriad aspects of the companys operations and growth, before being appointed its Chief Financial Officer in February 2003 and Executive Director in August 2007. A chartered accountant by qualification, Maha began his career as an IT consultant and, thereafter, played a major role in marketing TCS services across the globe, developing processes and creating large software development centers for the company. As an early starter in the Indian IT industry, Maha has played a key role in helping TCS become a $10.17 billion global company with over 238,583 employees. Prior to becoming the CFO in February 2003, Maha has managed many of the key functions in TCS including marketing, operations, education and training as well as human resources. He managed the companys operations in London and New York in the early days of its global journey. Mahas experience, during the formative years of the IT industry in the 1970s and 1980s, has given him a significant standing within the IT industry. He is a former chairman of the Southern Region of Confederation of Indian Industry (CII), Indias apex industry body as well as a fellow of the Computer Society of India. He was also the President of the Institute of Management Consultants of India. He is a board member of several subsidiaries of TCS. In 2006, Maha was conferred the CFO of the Year award announced by International Market Assessment (IMA). He was also the winner of CNBC TV18s Best Performing CFO Award in the Technology Sector for 2007. Born in February 1948, Maha is married with two children and lives in Mumbai.

Five core values The Tata Group has always sought to be a value-driven organisation. These values continue to direct the group's growth and businesses. The five core Tata values underpinning the way we do business are: Integrity - we must conduct our business fairly, with honesty and transparency. Everything we do must stand the test of public scrutiny.

Understanding - we must be caring, show respect, compassion and humanity for our colleagues and customers around the world and always work for the benefit of India. Excellence - we must constantly strive to achieve the highest possible standards in our day-to-day work and in the quality of the goods and services we provide. Unity - we must work cohesively with our colleagues across the group and with our customers and partners around the world, building strong relationships based on tolerance, understanding and mutual cooperation. Responsibility - we must continue to be responsible, sensitive to the countries, communities and environments in which we work, always ensuring that what comes from the people goes back to the people many times over.

The Tata Code of Conduct

> National interest > Financial reporting and records > Competition > Equal opportunities employer > Gifts and donations > Government agencies > Political non-alignment > Health, safety and environment > Quality of products and services > Corporate citizenship > Co-operation of Tata companies > Public representation of the company and the group > Third party representation > Use of the Tata brand > Group policies > Shareholders > Ethical conduct > Regulatory compliance > Concurrent employment > Conflict of interest > Securities transactions and confidential information > Protecting company assets > Citizenship > Integrity of data furnished > Reporting concerns