Corporate planning

1. TCS used corporate planning during the 2001 dot-com bubble

burst by shifting focus from internet-based companies to
traditional industries like banking, retail, and telecom. They
strategically invested in IT outsourcing services, targeting global
clients seeking cost efficiencies. This shift helped TCS weather the
downturn and laid the foundation for its growth in core sectors,
which became key drivers of revenue in subsequent years.

2. In 2010, TCS implemented corporate planning during the European

debt crisis by prioritizing risk management and diversifying its client
portfolio. They strategically increased focus on emerging markets
and sectors less affected by the crisis, such as healthcare and
insurance. This proactive approach not only mitigated risks from
European clients but also led to significant growth in revenue from
new regions, enabling TCS to strengthen its global presence and
resilience in challenging economic conditions.

3. In 2015, TCS applied corporate planning during the transition to

cloud computing by establishing a dedicated cloud services division.
Recognizing the growing demand for cloud solutions, TCS
strategically invested in partnerships with major cloud providers like
AWS and Microsoft Azure. This move allowed TCS to offer
comprehensive cloud migration and management services to clients
across various industries, enhancing its competitive position and
driving substantial growth in the following years as businesses
increasingly adopted cloud technologies.

4. In 2012, TCS utilized corporate planning during the

implementation of its "Innovation and R&D" strategy by
launching the TCS Innovation Lab initiative. This initiative aimed to
foster collaboration with clients and academia to co-create
innovative solutions. By strategically investing in research and
development, TCS focused on emerging technologies like big data
and analytics, allowing them to offer cutting-edge services that
addressed clients’ evolving needs. This approach not only enhanced
TCS's service offerings but also positioned the company as a leader
in innovation within the IT services industry.
 5. In 2008, TCS utilized corporate planning in response to the global
financial crisis by focusing on cost optimization for clients. They
strategically enhanced their consulting services, helping
businesses streamline operations and reduce expenses amid
economic uncertainty. By positioning themselves as a partner that
could drive efficiency and deliver value during tough times, TCS not
only retained existing clients but also attracted new ones seeking to
navigate the crisis, resulting in sustained revenue growth during a
challenging economic period.

Functional Planning

1. In 2016, TCS implemented functional planning in its marketing

and human resource functions when it launched the "Campus
Recruitment Program" to address a talent shortage in digital
skills. The marketing team promoted the initiative across top
engineering colleges to attract fresh talent, while the HR team
streamlined the recruitment process to efficiently onboard
candidates with the necessary skills. This approach ensured TCS
built a robust workforce capable of supporting its expanding digital
services portfolio, directly contributing to the company’s growth in
the competitive IT landscape.

2. In 2009, TCS utilized functional planning in its finance and

production functions during the integration of its global delivery
model. The finance team carefully analyzed project costs and
resource allocation to ensure efficient operations across various
delivery centers. Simultaneously, the production function was
focused on optimizing service delivery processes to maintain quality
while reducing turnaround times. This coordinated approach helped
TCS enhance operational efficiency and deliver value to clients,
enabling the company to maintain competitiveness during the
economic downturn.
Long Term Planning

1. In 2010, TCS implemented long-term planning by investing in

sustainability initiatives as part of its corporate strategy over the
next three to five years. Recognizing the growing importance of
environmental concerns and corporate social responsibility, TCS
focused on reducing its carbon footprint and enhancing energy
efficiency across its operations. This included adopting energy-
efficient technologies and promoting eco-friendly practices among
employees. By aligning its business strategy with social and
environmental goals, TCS not only improved its brand reputation but
also positioned itself favorably in the market as companies
increasingly sought partners with strong sustainability credentials.

2. In 2011, TCS engaged in long-term planning by focusing on skills

development and employee training over a period of three to
five years to address the technological advancements in the IT
sector. They launched the TCS Digital Academy, aimed at
equipping employees with essential skills in emerging technologies
such as cloud computing, AI, and data analytics. This strategic
investment in workforce development not only prepared TCS to
meet the increasing demand for digital services but also fostered
employee loyalty and retention, ensuring that the company
remained competitive in a rapidly evolving technological landscape.

Short term Planning

1. In 2017, TCS implemented short-term planning in its sales

function by launching a targeted marketing campaign to boost
sales for its digital solutions. The sales team set specific quarterly
targets to increase market penetration in the healthcare sector.
They developed tailored presentations and demos for potential
 clients and allocated resources to attend industry conferences. This
focused approach led to a 15% increase in sales for digital
services within the year, helping TCS capitalize on the growing
demand for technology solutions in the healthcare industry.

2. In 2015, TCS utilized short-term planning in its production

function by initiating a cost-reduction program aimed at
improving operational efficiency. The management identified
specific areas for immediate improvement, such as optimizing
resource allocation and streamlining project workflows. By
implementing these changes within the year, TCS achieved a 10%
reduction in operational costs and increased project delivery
speed, allowing the company to enhance client satisfaction and
maintain its competitive edge in a challenging market.

Strategic Planning

1. In 2008, TCS employed strategic planning when it launched its

"Globalization Strategy," aiming for long-term growth and
market expansion over a period of 3 to 5 years. This involved
comprehensive external factors analysis, including assessing
economic trends, client needs, and competitive dynamics across
different regions. TCS identified opportunities in emerging markets
like Latin America and Asia and established local delivery centers
to cater to these regions. This strategic move not only diversified its
client base but also positioned TCS for sustained growth, resulting in
a significant increase in international revenue by the end of the
planning period.

2. In 2012, TCS implemented strategic planning by launching its

"Vision 2020" initiative, which outlined a long-term direction for
growth over a period of more than five years. This plan involved an
extensive analysis of external factors such as technological
advancements, global economic shifts, and evolving client
expectations. TCS aimed to enhance its service offerings in areas
like cloud computing, analytics, and mobility, and set
ambitious revenue targets while also focusing on sustainability and
corporate social responsibility. By aligning its strategic goals with
these external trends, TCS positioned itself as a leader in the IT
services sector, enabling significant growth and innovation in
subsequent years.
Operational Planning

1. In 2014, TCS utilized operational planning by implementing a

resource allocation plan to optimize its project management
processes for the year. The management team assessed ongoing
projects and determined capacity requirements to ensure timely
delivery for clients. They prepared a budget focused on minimizing
resource costs while maintaining quality, allowing TCS to efficiently
manage project workloads. This tactical approach resulted in
improved project delivery times and a 20% increase in client
satisfaction within that operational year.

2. In 2013, TCS engaged in operational planning by launching a new

project tracking system aimed at improving efficiency across its
delivery teams. This initiative focused on refining the capacity
management processes for the year by analyzing current project
workloads and forecasting resource needs. The team prepared a
detailed budget for implementing the system, which included
training staff and upgrading technology. As a result, TCS was able to
enhance project visibility and accountability, leading to a 15%
reduction in project turnaround time and increased client
satisfaction during that operational period.

Formal Planning
 1. In 2009, TCS employed formal planning by conducting a
comprehensive market analysis to support its entry into the
Latin American market. This well-structured process involved
studying external factors such as local economic conditions,
industry trends, and competitive landscapes. TCS established a
detailed plan outlining market entry strategies, resource allocation,
and risk management measures. As a result, TCS successfully
launched operations in the region, leading to a significant
increase in revenue from Latin America within a few years,
demonstrating the effectiveness of their formal planning approach.

2. In 2011, TCS utilized formal planning by developing a structured

business continuity plan in response to the natural disasters
affecting its operations in Japan. This process involved assessing
external factors such as potential risks, infrastructure vulnerabilities,
and client needs. TCS established clear protocols and resource
allocations to ensure minimal disruption in service delivery during
emergencies. As a result, the company was able to maintain
operational stability and client confidence, demonstrating the
effectiveness of its formal planning approach in crisis management.

Informal Planning

1. In 2010, TCS utilized informal planning during a team expansion

project when managers relied on their experiences and gut feelings
to identify key skills needed for new hires. Instead of following a
formalized recruitment process, they quickly adapted by discussing
past project challenges and successes to pinpoint the necessary
expertise. This approach allowed the team to efficiently recruit
talent that matched their immediate project needs, resulting in a
successful project launch within a tight timeline and enhanced
team cohesion.

Reactive Planning

1. Another example of TCS using reactive planning happened during the

COVID-19 pandemic in 2020. When lockdowns were imposed, TCS
had to quickly implement its "Secure Borderless Workspaces" (SBWS)
model, enabling 90% of its workforce to work from home. This move
was a reactive measure to the sudden disruption, as the company
had to swiftly adjust operations without having a comprehensive
future plan for such a massive shift to remote work before the
pandemic hit.