Tata Motors has learned to treat disruption as a forcing mechanism. Product disappointments such as the Nano and the Indica, exposed not only poor design but also structural weaknesses in quality control and consumer insight. By 2016 the rot was visible, as market share eroded, customer trust waned and internal morale sagged. The company responded with urgency. The turnaround playbook was rooted in recognising crises not as aberrations, but as catalysts for reinvention. Adit Jain in conversation with Vivek Srivatsa, Chief Revenue Officer at Tata Motors discussed process involved in the reinvention of the company. 

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