This case analyses Tata Motors' strategic move to create and launch the Tata Nano, exploring the factors behind the project's earlier success and the reasons for its execution failure. It illustrates the importance of having a strong and aligned set of value, profit and people propositions in order to create and capture a blue ocean.

As a result of fast-developing mobile technology, companies must deal with increasing business complexity in a high-velocity environment. The Uber vs.

Nissan was in a desparate situation with staggering debts and losses, producing good but plain-looking cars. How did Carlos Ghosn and the French team manage to implement massive changes in a company deeply embedded in a Japanese culture that is reputed to be nationalistic and averse to major change? How did Ghosn manage to cut cost and increase innovation dramatically at the same time?