On Monday, 17th November, Jaguar Land Rover (JLR) saw the arrival of P.B. Balaji, their new Chief Executive Officer. Like all of us, when we start a new job, the first few days will be getting the framed family pictures onto the desk and rehearsing our route to the loos and water-cooler, not to mention the plethora of parking permits and passes he will need for life at JLR. But once he has his figurative feet under the table, what then? To help understand the scale of the job ahead for JLR’s new CEO, I thought I’d help him with a list of what I would imagine his top 5 priorities will be – feel free to leave yours in the comments section below!
Firstly, who is P.B. Balaji?
Balaji has not been high-profile before, so he is something of an unknown enigma, but he was formerly Group Chief Financial Officer of parent Tata Motors Group (since 2017). We know he brings more than three decades of experience in the automotive and consumer-goods industries.
He succeeds Adrian Mardell, whose retirement after three years as CEO and a 35-year career at JLR was marked by a large gathering of employees in the Triangle area of JLR’s Gaydon HQ last week, where Adrian delivered a rousing farewell speech and received a rapturous applause from the employees with whom he has clearly proven very popular.
JLR emphasises that this leadership transition is about continuity of JLR’s “Reimagine” strategy, leveraging Balaji’s familiarity with both Tata’s ecosystem and JLR’s strategic direction.
It is symbolic as well because Balaji has become the first executive from Tata’s senior ranks to helm JLR since its acquisition, reinforcing Tata’s influence over the British luxury-automaker’s future.
So what does he need to achieve in his first month?
As Balaji takes the helm, the initial month will be pivotal to set tone, priorities and build momentum. Key focus areas include:
- Leadership visibility and team alignment
Balaji will meet with senior leadership across functions (manufacturing, engineering, finance, sales, and digital) to communicate his leadership style, vision, and immediate priorities. Since he is already known to JLR and its board, that helps reduce onboarding friction. He should also reassure the workforce and supply-chain partners that the transition will be seamless, while emphasising fresh impetus. - Re-introduction of corporate strategy under fresh leadership
Within the first week, Balaji should reaffirm or slightly recalibrate JLR’s “Reimagine” objectives: electrification, brand repositioning, and operational excellence. He will need to signal whether there are any immediate strategic pivots (for example, manufacturing footprint, product roadmap, digital/connected vehicle strategy).
Given his financial background, a sharper focus on profitability, cost discipline and value creation will likely emerge. - Addressing the recent operational and reputational fallout
JLR is emerging from a serious cyber-attack that halted production for weeks. Early messaging is critical: Balaji must publicly address this, outline steps to stabilise operations, commit to supplier support, and reassure customers and dealers. Picking up momentum in production, supply chain confidence, and brand trust will be immediate tasks. - Re-establishing stakeholder confidence
Finance markets, suppliers, dealers, and customers are all paying attention. Balaji should meet the board and major shareholders, reassure them about the company’s financial health, and lay out clear near-term metrics (e.g., recovery plan, cost controls, margin improvement). He will likely want to use his CFO credentials to instil financial rigour from day one. - Quick-win operational actions
Even within a week, Balaji should identify and signal a few quick wins: e.g., approving a production ramp plan post-cyber-disruption; implementing an accelerated supplier-payment scheme to restore supply-chain trust; or enhancing customer communications about delayed product orders. These early actions help convert intent into credibility.
In conclusion
P.B. Balaji’s appointment at JLR marks a critical inflection point for the firm. His first week is about setting the tone: visible leadership, clear early priorities, stabilising operations, restoring stakeholder confidence. But the real challenge lies ahead – recovering from a costly cyberattack, executing a capital-intensive EV transition, maintaining margins in a tough market, and reshaping culture and supply chain resilience. If Balaji can convert strategy into disciplined execution and restore momentum, he could well chart a new chapter for JLR. Yet the scale and complexity of the task should not be underestimated a new chapter for JLR. Yet the scale and complexity of the task should not be underestimated.
8 Responses
I think it is very important to recognise JLR’s past successes, and I think there is a large market for the electric XJ. This model was a favourite of Sir William and deserves a relaunch. Great but recognisable styling, with just a nod to the XJ of old. The type 00 did not represent this and has had very mixed reviews. To make a new one with all the best design in the world, makes me think there is a market for the best limousine in the world. Something old and new owners of the car could appreciate. An immediate modern classic. Mouth watering and drop dead gorgeous. An idea ?
He needs to focus upon the reality. Most car manufacturer’s worldwide are scaling back plans for Electric vehicles. The Reimagine strategy is nothing short of a catastrophe. He needs to quickly put together a strategy that brings Jaguar back in to focus and into reality. the alternative is to sell or merge Jaguar with another car manufacturer
A crystal clear Vision of what Jaguar Cars ( as opposed to the bigger JLR operation ) will be over the next 5 Years , which models , when they will be available and why the Driving Consumer would want to buy these Cars ,as opposed to their main Competitors ? This needs to then be communicated all the way down through their Business to their existing and potential future Customers asap in a simple impactful way…..or they risk losing both existing and potential New Customers at a time when they can ill afford that to happen. Not everyone can afford to change their Cars every 12/24 months …….why should a Consumer wait for Jaguar to sort their offering out ,when the Market is currently flooded with New Car Brands . Wish him well ,think he’s taken on one of the toughest jobs currently in the Car Industry !
Realise that the future is not electric in spite of all the lies and miss-information we are fed and be prepared to look at alternatives. Move Jaguar forward by all means but appreciate we do not all want black plastic when leather and burr walnut are in plentiful supply. Accept the fact that all electric cars (SUV’s) look the same. If you must do electric do something different but retain the values that have made Jaguar a great brand. As the owner of a 2006 XJ8L 4.2 Super in white with barley/mocha interior and just 85k miles, why on earth would I want to swap this for a new one?
I currently run an Ipace which has been reliable and exciting every time I’m behind the wheel. I also run a Classic XK alongside for fun. I’m waiting for Jaguar to bring out a combination of the two, practicality of the Ipace with drop dead looks of the XK. I’d be first in line if they can achieve this.
Peter Sayles comments are spot on. Forget the electric fad and concentrate on internal combustion with an emphasis on getting back to traditional materials and distinctive Jaguar looks. I haven’t bought a Jaguar saloon since the X358.
The re brand was a failure. It opened up a respected and valued brand to total ridicule. The idea that people will want that disastrous electric vehicle is pie in the sky.
Stopping making cars altogether and closing dealers was another stupid mistake. I have had several modern Jaguars and they are lovely cars. There is no reason why they could not still be selling and I could still be dealing with my excellent dealer – that Jaguar stupidly shut down. The last of the series of petrol cars could still be relevant now – maybe some simple upgrades, and they would still be selling. I currently have an F Pace SVR and it is a most impressive car. To not be making them any more is a tragedy. Electric is NOT the future. Net Zero is mercifully dying and Jaguar will be left out in the cold. Disgraceful. RIP Jaguar.
Here’s my take on PB Balaji’s 100-day roadmap for JLR
https://www.linkedin.com/posts/chandan-mallik-34aa47320_my-opinion-on-ceo-of-jaguar-land-rover-jlr-activity-7396853531548278784-tMKR?utm_source=share&utm_medium=member_desktop&rcm=ACoAAFFP7SoBPUzipefkeDrVoabmSm2E3T1fed4