RATAN TATA

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RATAN TATA
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• Born on dec 28, 1937 to Soonoo Naval tata
• Brought up by grand mother
• Engineering degree from cornell university and
  management programme from harvard in 1974-75
• Turned down job in IBM to join his own business.

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Was given 2 sick units Nelco, Central India
Textiles. In 1991, he took over as group
Chairman from the legendary J.R.D. Tata, pushing
out the old guard and ushering in youthful
managers. Since then, he has been instrumental in
reshaping the fortunes of the most respected
conglomerate of India.
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• Tata sons were honest and solid but risk-averse
• Tata understanding India is changing has
  followed acquisitions to expand its horizons.
• In 2000 he shelled out 435 million for Tetley
  Tea, making Tata the world's No. 2 tea company.
• Two years later he paid 530 million for a 46
  stake in VSNL, India's state-owned international
  telecom carrier.
• He bought Daewoo Motor Co.'s truck unit, Daewoo
  Commercial Vehicle Co., for 120 million.
• In July, the company will make another splash
  the initial public offering of Tata Consultancy
  Services, expected to raise 1.1 billion

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Under him Tata Consultancy Services went public
and Tata Motors was listed in the New York Stock
Exchange His dream is to manufacture a car
costing Rs 1 lakh. In 1998, Tata Motors
introduced his brainchild, the Tata Indica.
Ratan retired from his executive post in 2003
after turning 65, as per the rules he set.
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• Down-to-earth, witty and startlingly
  straightforward, Tata upholds the group's
  traditions and refuses to pay bribes to get a job
  done.
• His commitment to ethics and values has
  permeated through the organization. In India's
  corporate circles he is known for his credible
  business practices. The price of integrity has
  been high.
• Even his critics accept that Tata is a
  determined and persistent manager. It was his
  determination that gave him an upper hand in his
  fight with Russi Mody and his persistence that
  saw the successful creation of the Indica.
• Talk cars to Ratan Tata and his face lights up
  immediately. He has an undying passion for
  automobiles. "I like a car with a lot of power
  and torque

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• Tata is his company's biggest critic. He knows
  exactly where his strengths lie and where they
  don't. As a result, he has no qualms in seeking
  outside help in key areas if it improves his
  products, even at the risk of ruffling feathers
  in his management.
• Ratan Tata established himself to be the right
  leader who could help the company sail through
  the turbulent waters and reach the desired lands.
  These targets never existed or were thought not
  feasible by the company earlier. Prior to his
  handling the mantle, these were hard even for
  conceiving. When Ratan Tata became the Chairman
  of century old, well respected Indian business
  group, Tata, it was a conservative company,
  dominated by the paradigm of manufacturing. It
  was deriving dominant share of revenues from the
  domestic market when domestic market itself was
  marked by two important trends. First, it was
  making shift towards services and secondly was
  moving towards opening up.

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• Realizing that when the economy as whole is
  shifting to more of services, the future belongs
  to the one that belongs to that segment and the
  need for globalization is important when your
  domestic economy itself is opening up, he
  initiated right moves. To be there when it
  happens, he had to lead the company from
  over-dominantly manufacturing paradigm to
  services based one and from domestic focused to
  the one with global mindset. This was not to be
  achieved by compromising on the existing focus or
  by resorting to hasty retreat from the areas of
  operation. It was to be accomplished while with
  continuity (may be diluting/withdrawing from
  some) but more through furthering towards new
  areas.
• Human resource is another issue. That Tata has
  personally led the company for almost 15 years
  and set up the Tata Business Excellence Model to
  trade best practices, hasn't improved his
  reputation.

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"Our aim is to make Tata an international company
with a global workforce and global delivery,"
says Tata

• "We should become a younger organization, an
  organization of our time, more risk-taking, less
  risk averse."

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