Ratan Tata took over as Chairman of Tata Group in 1991 and over the past 19 years has built an impressive legacy. When he began, Tata Group was India's largest conglomerate but had little global presence. Under Tata's leadership, several Tata companies have established themselves as global leaders in their industries, with Tata Chemicals, Tata Motors, Tata Steel, Titan, and TCS all ranking among the top six producers worldwide in their respective fields. Through strategic acquisitions and a focus on technology and innovation, Tata has transformed Tata Group into one of the most respected brands in the world.

1. Ratan Tata, Chairman, Tata Group
A shy, reclusive 54-year
old, with little to show
on his business report
card, took charge of
India's largest business
house in 1991.
Nineteen years on, BY:
ABHISEKH RANJAN (11BM60109)
Ratan Naval Tata has
B I J U K . VA RU GH E S E (11BM60069)
built a proud legacy. BRAJESH KUMAR (11BM60009)
GYAN PRAKASH (11BM60073)
PRANAY VERMA (11BM60065)

2. RATAN TATA – A touch of quality
The impact is worldwide. Today the Tata marque is one of the most respected
in the world. Premier Tata companies have established a global footprint and
share a table with the biggest players in their respective segments. Consider these
facts:
 Tata Chemicals is the world’s second-largest producer of soda ash.
 Tata Motors is the world’s fifth-largest manufacturer of commercial vehicles.
 Tata Steel is the world’s sixth-largest producer of steel.
 Titan is the world’s fifth-largest watch manufacturer.
 Tata Consultancy Services (TCS) is Asia’s No 1 information services company.

3. Strategies for communicating change
 Clearly portrayed the impending changes, and took firm decisions- On taking over
in 1991, Ratan Tata dusted off the 1983 plan of Tata Sons and updated it, taking the
newly-opened economy into account
 Commanding and logical style for communicating the change to his employees
 Envisioned the direction of economy and policies and motivated his employees-
He motivated the senior management to consolidate the business accordingly, and
embrace change to leap ahead.
 Gave great importance to Human Relations- Maintained that Human Relations brings
great personal rewards and is essential for the success of his organization
 Redefined Success for Tata Employees- Put forward the principle that Success is
worthless unless it serves the Needs or interests of the country and it’s people and is
achieved by fair and honest means - Led to successful projects like TATA NANO and
TATA Swach.

4. Skills for communicating change
 Ratan Tata is a 'terrific combination' of the four necessary leadership
characteristics: Character, commitment, competence and courage.
 Led by example, Tata is an amazing indefatigable individual: Would
never postpone anything.
 Persistance and Constant Motivator: Immense persistence in always
moving closer to his goal, even if this goal keeps shifting, constant motivator.
 A very discerning person: Once he made up his mind, along with his
team, he would go all out to achieve his objective, be it Corus or Nano
 A deep thinker and extremely strategic: He stayed always 2-3 steps ahead
from his competitors and motivated his team accordingly.

5. Consolidating change
 Criticism and internecine battles: Ratan Tata didn't let the criticism and
internecine battles deflect him from his chosen path.
 Technology and Global Competitiveness: Ratan Tata believed the thrust is
equally on technology-driven leadership, global competitiveness and being among
the top three domestically, regardless of the line of business.
 Reorganising the group companies: When Ratan Tata took over, there were
three group companies, manufacturing cement; five were involved in
pharmaceuticals, while nine companies operated in the IT space. One of Tata’s
first acts was to sell Tomco; swift exits from pharma and textiles and, later,
cement, followed.
 Getting the best in class services: Management consultancy McKinsey was
brought on board to help with the re-organisation. The Tata Group is still a
diversified, salt-to-software group, but now there is a method to the business
expansion.

6. Consolidating change
 Consolidated Tata Sons: By 1998, there was a single group logo and the Tata brand
belonged to Tata Sons. Now, companies needed to sign brand equity and business
promotion agreements with Tata Sons before they got use of the brand name.
 Inculcated a Group Culture within the Tata Group: The group-culture Ratan Tata has
created will stay on as his legacy – As per the law firm AZB & Partners, which has advised
the Tatas on acquisitions like Corus and Jaguar Land Rover.
 Design and Strategy to revive companies: Tata put 'design' into the group -- in mergers
and acquisitions, engineering or cars or anything else. It is a very forward-looking
strategy, putting new competency in very old companies
 Institutionalised processes: The reputation of the group and its guiding principles are
uppermost in his mind while taking decisions

7. References:
 Economic Times
 http://www.tata.com/pdf/tata_review_apr_09/book_review_models
_and_milestones.pdf
 Rediff.com
 Ratan Naval Tata – Wikipedia
 http://www.tatasteel100.com/

8. Thank you 