Ratan Tata took over leadership of the Tata Group in 1991 and transformed it into one of India's largest conglomerates over 19 years. Under his visionary leadership, Tata introduced many innovative products and expanded globally through strategic acquisitions. Some of his biggest successes included launching India's first indigenously-developed car, the Tata Indica, acquiring Tetley tea, and forming a joint venture with Starbucks for India. Despite failures early in his career, Ratan Tata proved himself to be a creative, risk-taking leader with strong values of social responsibility.

1. A shy, reclusive 51 year old, with little to show on his
business report card,
took charge of India's largest business house in 1991 and
nineteen years on, he succeeded in building a proud
legacy………..
Delhi University
MCA-1 Batch(2014)

2. RATAN TATA – A TRUE LEADER

3. A LOOK AT HIS QUALITIES
 True visionary
 Initiator
 A man of values
 Good at handling human relations
 Firm and determined leader
 Creative and innovative
 A good strategist
 Risk taker

4. TRUE VISIONARY
 It is Ratan Tata’s path breaking vision that has led Tata
Group to become one of India’s largest conglomerates
with 98 operating companies spread across 56 countries.
 At Rs. 3.46 lakh crore, the Tata Group revenue is 40 times
the 1991 level (60% of which comes from overseas), while
its net profit has gone up four times.
 The Tata Group today includes India's largest private
steel company, the biggest auto manufacturer and the
largest IT outsourcing firm.

5. INITIATOR
 He successfully introduced the first indigenously
developed passenger car Indica in India in 1998. It
became the no. 1 car in its segment in two years.
 Tata Tea, now Tata Global Beverages, acquired the
Tetley group in 2000, the world's second largest
manufacturer of tea.
 Tata Global Beverages formed a joint venture with
Starbucks i.e. Tata Starbucks Ltd, and helped Starbucks
launch themselves in India by opening their first store in
Mumbai.

6. A MAN OF VALUES
 The leadership qualities of Ratan Tata are coupled with
his commitment to social service, justice and
responsibility.
 He holds the chairmanship of the Tata Trusts and is
known to promote financial transparency and intense
vetting for grants for projects that claim to help the needy.
 He is known to be an industrious man with global
aspirations, and commitment to quality work that gives
real value of money as is amply demonstrated by his
interest in frugal engineering ventures like Tata Indica and
Tata Nano.

7. GOOD AT HANDLING HUMAN RELATIONS
 He is a man who is known to give great importance to
Human Relations.
 Ratan Tata working style is that of working together with all
officers by using unity of command and unity of
direction.
 The Tata group instituted an eight hour workday before
nearly any other company in the world.
 He expanded CEO’s concept of community philanthropy
to be included in the workplace, as evidenced by the Tata
Group’s steadfast commitment to social service. (Jaago Re
campaign)

8. FIRM DETERMINATION
 Ratan Tata was appointed the director-in-charge of
National Radio and Electronics Company (NELCO). The
company held barely 2% of the market share which
ultimately led to its collapse.
 Later again, he was given charge of the Empress Mills
in 1977 which was in bad shape. Due to a weak
economy and a prolonged workers’ strike, the
Empress Mills floundered and was finally closed.
 These two 'failures' haunted Ratan for decades. His
track record was held suspect even when he took
charge in 1991 but he never looked back, and ultimately
proved his critics wrong.

9. CREATIVE AND INNOVATIVE
 Ratan Tata used his excellent
innovative vision in Titan Edge
watches which developed the
thinnest watch in the world and
in Nano, the cheapest car in the
world.
 The Tata group also developed
Tata Swach-a home water
purification device at low cost that
operates without electricity.

10. STRATEGIST
 He is a deep thinker and an extremely strategic
person. He is always thinking 2 steps ahead of his
competitors.
 Under his leadership, 32 companies were
acquired worldwide.
 He is credited with conceptualizing Nano, the
cheapest car in the world.

11. RISK TAKER
 The critics declared that “the Corus
deal would lead the group to
bankruptcy”. But Ratan Tata took the
risk and today, it is considered one
of the most successful
acquisitions.
 It was said that the Jaguar and
Land Rover deal would be
disastrous: the brands were troubled
and demand was low. But Tata went
on to prove everyone wrong and
today, both companies are doing
really well.

12. LEADERSHIP QUALITIES
His qualities Ideal qualities
 Visionary
 Strategist
 Initiator
 Change champion
 Risk taker
 Expertise
 A man of integrity
 Personal Integrity
 Willingness to accept
responsibility
 Understanding People
 Communication
 Selflessness
 Confidence
 Intuition
 Vision
 Ability to make decisions
 Ability to simplify situations

13. THE SMALL WONDER : NANO
A SUCCESS STORY
“ I observed families riding on two-wheelers—the father
driving the motorcycle , his young child seated in front of
him, his wife seated behind him holding a little babies. It
led me to wonder whether one could conceive of a safe,
affordable, all-weather form of transport for such a family.”

14. “A PROMISE IS A PROMISE”
 Ratan Tata's pet project Nano was mired in controversy
about land acquisition for the factory.
 After farmers in Singur, West Bengal, protested about
forcible evictions and inadequate compensation, and
Mamata Banerjee leapt into the fray to protest, the Tatas
had to pull out of the state.
 The company shifted the factory to Sanand, Gujarat, and
delivered on its promise of building the cheapest car.

15. LEADERSHIP GRID
Ratan Tata is a 9,9 manager
Work accomplished is from committed people with
interdependence through a common stake in
organization purpose and with trust and respect.

16. BUILDING NEXT GENERATION
LEADERSHIP
 One of the fundamental
achievements of Ratan Tata was his
success in finding and grooming an
adequate successor for his job :
Cyrus Mistry, who was chosen after
much deliberation.
 Mistry underwent a year long
grooming as Tata’s understudy to
augment his relative inexperience
and ready him for this crucial role.
 These are the qualities of a visionary
leader. One who thinks ahead, and
acts to that effect.

17. POST RETIREMENT PLANS
 Breaking from tradition, Ratan Tata did not retire from the
position of Chairman of Tata Trusts, the philanthropic arm
of the Tata Group.
 As seen from the example of Nano, frugal engineering has
been an issue close to Mr Tata’s heart, and it is said that he
intends to push his agenda of using technology to deliver
low cost solutions to problems through the Trusts’
multimillion dollar funding of various NGOs etc.
 As the head of the Trusts’, he is said to have revolutionized
their working by bringing in professionals like M. S.
Swaminathan and E. Sreedharan on the board of trustees to
formulate strategic plans for the Trusts’ working.
 He has also been very active in pursuing policymakers and
regulators to promote the Tata Group’s new airline
venture.

18. CONCLUSION
Though there are different models around for
leadership, all successful leaders mostly do three
things.
 One, with a vision and purpose, add value and
create a new possibility.
 Two, build next-in-line leaders and leadership
pipeline.
 Three, be a role model, authentic and self-aware.
Ratan Tata is an ideal example of a leader
demonstrating all these three things.

19. SO WHAT SHOULD BE YOUR IDEAS
FOR ACTION??
What skills does a leader need? Effective leaders
need skills for:
 Active Listening
 Managing Conflict
 Decision Making
 Strategic Thinking
 Empowering their followers
 Building Teams
 Practice leadership in small things instead of
waiting for the big crisis or a major product launch.