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Ratan Tata EssayLand Rover might present an plain more daunting challenge for Ratan Tata. It would be an uphill climb to restore Jaguars luxury cachet, which was damaged by sharing canonical designs with Ford. As the organization gets bigger and more diverse, talent and retaining the value system volition pose the biggest challenge in Tata Group (Engardio and Lakshman 2007) 2. 2 Long termination Succession is a problem. Ratan Tata is 69 years old, non married and has two dogs at his beachfront home he designed himself. He commands closely Tata companies, which makes his failure to designate a successor all the more disconcerting. In Asian culture, the eldest son will take over the family course, however Tata is not married therefore he does not have any family members to take over his empire. Ratan, who is single and childless, could be the last Tata to oversee the group. His younger brother and triple half-sisters arent involved in Tata business his reclusive half-brothe r is unclear whether hes tycoon timber (Engardio and Lakshman 2007).Ratan Tata public listed his companies, which also heart and soul his empire will still be ongoing after his departure. However, by public listing it, Tata is afraid he might lose control of his business and being so power-oriented, he dislikes his business to be controlled by others. Slimming the group down is also another problem Tata encountered. He set out to concentrate scores of companies to just a dozen but have not succeeded, with nearly 100 companies with 300 subsidiaries in 40 businesses. Being a rabid promoter of CSR could also be a problem.Tata Steel spends millions annually on education, health and agricultural development projects in 800 nearby villages. Such generosity will be put to the test now that Tata owns struggling Corus, with $7. 4 billion in debt and absorbing Corus higher-cost operations will weaken margins. Tata were unable to give guarantees to Corus workers that they will remain compet itive and jobs will not be cut. Tata were also slammed with difficulties in translating principles into the British and European context (Engardio and Lakshman 2007).