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The case discusses the organic and inorganic growth strategies of India's largest multinational conglomerate, the Tata Group. In its initial years, the growth strategy followed by Tata Group was largely organic where it grew majorly through new product developments, technological upgradations, and innovation. The growth strategy helped the company pioneer several industries in India: power, steel, airlines, and hospitality. The group redefined growth when Ratan Tata took over as chairman of the Tata Group in 1991. He restructured the businesses of the Tata Group and expanded the group globally. The first major instance of inorganic growth was exemplified when the group's Tata Tea (now Tata Global Beverages) division acquired UK-based Tetley in 2000. This was followed by a series of acquisitions by the group. Some of the notable acquisitions were Tata Steel acquiring Corus in 2007 and Tata Motors' acquisition of Jaguar and Land Rover in 2008. Analysts pointed out that though the group had recorded increased revenues due to inorganic growth, it also had to deal with the challenges of integration and proper management of the portfolio of companies. The case examines the benefits reaped and challenges faced by Tata Group while implementing organic and inorganic growth strategies.