Tata Motors in 2025: navigating crisis through strategic decision-making

Learning outcomes By the end of this case discussion, students will be able to: Case overview/synopsis In June 2025, Natarajan Chandrasekaran, Chairman of Tata Sons, prepared to chair an emergency board meeting that would determine the future of Tata Motors, one of India’s most iconic automotive firms. The company had returned to profitability after years of restructuring but was facing renewed turbulence. US tariffs had halted Jaguar Land Rover exports, China’s rare earth restrictions were straining EV supply chains, and Tata’s domestic electric vehicle leadership was under threat as agile competitors gained ground. Four competing strategic responses emerged: a long-delayed demerger, renewed investment in EV acceleration, defensive supply chain fortification, and regional diversification of JLR’s manufacturing base. Each option required significant capital, leadership bandwidth and trade-off decisions. Set in a high-stakes, real-time crisis context, this case enables postgraduate students in Strategy and International Business to analyze multi-market decision-making, evaluate dynamic capabilities and apply tools such as VRIO, scenario planning and impact-urgency matrices to prioritize initiatives. The case explores how legacy firms in emerging markets must navigate transformation when global volatility, supply shocks and market shifts collide. Complexity academic level This case is designed for postgraduate programs in Strategic Management and International Business. It is particularly relevant for students interested in decision-making under uncertainty, strategic prioritization and global competitiveness in complex, multi-segment organizations. With a moderate to high level of difficulty, the case encourages learners to evaluate leadership responses to dynamic external pressures and internal resource constraints.Strategic Management courses will benefit from exploring how Tata Motors, facing simultaneous disruptions, must sequence competing initiatives including demerger, EV growth and JLR localization. International Business learners can analyze geopolitical exposure, localization versus global brand consistency and cross-border trade strategies. The case may also be adapted for selected modules in Marketing Strategy, focusing on Tata’s domestic EV positioning, and in Operations and Supply Chain Management, where students can examine the company’s response to rare earth shortages and its investment in upstream resilience. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.