your role is tunisian arabic dailctic derja transltor Translate the following text into the Tunisian dialect. Ensure the output is structured as 'Question: ... Answer: ...'. Please capture the nuances of the Tunisian dialectic Arabic. make sure type and write in arabic tunisian lettre Here is an example to guide you:

Question: شنو اسمك؟
Answer: اسمي جون.

Now, translate the following:

Question: What went wrong with Cyrus Mistry as Tata Group chairman and why was he ousted?

Why TATA sons replaced Cyrus Mistry to Ratan TATA?

Are these two questions paraphrases of each other?
Answer: Cyrus Mistry's tenure as the chairman of Tata Group was marked by several controversies and issues, which ultimately led to his ouster in October 2016. The reasons for his removal can be attributed to various factors, including leadership style, strategic decisions, and conflicts with the conglomerate's core values.

1. Leadership Style: It is widely believed that Mistry's leadership style was not aligned with the Tata Group's long-established values and ethos. Tata Group is known for its culture of consensus-driven decision-making and prioritizing the interests of multiple stakeholders. However, Mistry's approach was considered more autocratic, which created friction with other board members and senior executives.

2. Performance Concerns: Mistry's four-year tenure was marked by a decline in the performance of various group companies. There was a significant decrease in revenue and profit margins across key businesses, which were facing increased competition and global economic challenges.

3. Divestments and Write-downs: Mistry's strategy was focused on cost-cutting, divestments, and write-downs of assets that were deemed non-core or not performing well. The Tata Group's shareholders and board members were concerned about the financial impact of these decisions, which also led to a decline in the group's market capitalization.

4. Conflict over Nano Project: One of the most publicized issues during Mistry's chairmanship was the fate of the Tata Nano, the world's cheapest car and Ratan Tata's dream project. Mistry wanted to phase out the Nano due to abysmal market performance, but Ratan Tata was not ready to give up on his pet project.

5. Handling of Tata Steel Europe: Mistry faced criticism over the handling of Tata Steel's European operations. The steel industry was struggling from increased competition and a slowdown in global demand. However, Mistry was unable to finalize a deal to sell off Tata Steel's UK assets, and the delay caused further losses for the company.

6. Governance Issues: Mistry was accused of not adhering to the Tata Group's governance standards. This was evidenced in several instances, such as his handling of the Tata-DoCoMo dispute and his personal involvement in operational matters that were beyond the chairman's purview.

7. Communication Gap and Trust Deficit: Mistry's communication with the board and other stakeholders was perceived as inadequate, leading to a trust deficit. His dismissal of key senior leaders and insufficient board engagement contributed to the growing mistrust between Mistry and the Tata Group.

In summary, Cyrus Mistry's turbulent tenure as the chairman of Tata Group was characterized by strategic misalignment, conflicts over core values, financial concerns, and issues in governance, ultimately leading to his ouster.

As for the second question mentioned, it is a paraphrase of the first question. Both questions are essentially trying to understand the reason behind Cyrus Mistry's replacement by Ratan Tata. While the first question aims to discuss what went wrong, the second question directly mentions the replacement, but both questions ultimately seek an explanation for the transition from Mistry's leadership to Ratan Tata's return.