Getting associated with an organization that stands for ethics, business-excellence and integrity was a reason enough for me to look forward to my 8 weeks of stay in the city of steel – Jamshedpur, the township of the Tata’s that houses the oldest mother plant of Tata Motors Limited.
Exploring the 580-odd acre plant of Tata Motors Jamshedpur plant in one-go was definitely not an easy task for anyone. Hence, the first week was spent understanding the whole system of the organization – spending innumerable hours at the especially dedicated Tata Management Centre that houses a huge library of many a journals, books and magazines.
After a week of careful analysis of the work- requirement at the Jamshedpur plant of the Tata Motors and considering my profile, I was drawn into the domain of Innovation Management that is handled by the HR department of the organization.
The project details were doled out. I was pretty excited to explore the whole scope of my assignment and immediately put on my thinking cap on how to go about the whole project since it was a whole new field of research for me.
‘Experimenting with new work around’ and ‘wanting to come out of my comfort zone’ was my mind-frame.
The assignment mainly dealt with gauging the motivation levels of the work-force in the plant as regards to innovation, scanning the organizational climate with the lens of various innovation based frameworks being adopted by the company and hence gives suitable recommendations based on the need-gap analysis.
Cut to a certain flash-back : Tata’s had started an annual event titled ‘Innovista’ way back in 2006 to reward and recognize the various innovative products rolled out in the various Tata Group of Companies with none other than Mr. Ratan Tata rewarding the winners himself at a gala function that takes place every year in Mumbai. It was in 2009 that the innovation drive was decided to be adopted in the Jamshedpur plant of Tata Motors as a derivative of the main event. The theme being the same: rewarding innovation at various levels - be it innovations at the preliminary stage, promising innovations or innovations that looked good on paper but somehow failed while execution.
Cut to week 3: I was already travelling across the huge plant-works in the shuttles deployed to carry people from one division to another within the plant meeting the various divisional innovation co-coordinators and gathering my data.
The fact that I came from an engineering background but having never worked in a typical engineering firm prior to this (due to my sudden twist of interest towards advertising) made the experience all the more intriguing for me. Regular reviews with my mentors and faculty member made me fine-tune my works and helped me maintain sustained motivation and encouragement.
My co-interns were a great source of learning reservoir for me, bringing diverse skills and interests to the fore-front and making my internship a truly enriching experience.
Cut to the D-Day: Reports were submitted. Presentations were given. A warm hand-shake of appreciation and acceptance of the set of recommendations I had given were reasons enough for me to take back a set of experience that was truly rewarding in every sense of the word. The equations and camaraderie I had forged with my mentors and co-interns will always be remembered.
To conclude, I would like to share these nuggets of lessons hidden in these 8 weeks of my
summer experience with the Tata’s: one must look for quality projects to enhance one’s profile – something that suits and interests them. One should also try to come out of the comfort zones sometimes and try to experiment and add extra dimensions to one’s profile in the initial stages (and maybe later as well) of one’s career as a means of continuous learning exercise.
PGDM-II (2012-14 Batch)