The document discusses Ratan Tata, the chairman of Tata Group. It describes how he joined the family business in 1962 and held roles at Nelco and Empress Mills. It outlines his journey to becoming chairman in 1991 and his strategies of reorganizing the conglomerate. The summary highlights Tata's acquisitions, recognition, and praise for outperforming his predecessor through innovative concepts and global deals.

1. TOP 10 BUSINESS DEALS OF 2010
Greatest Business Leaders of India
Series 1 : Ratan Tata
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2. Our Business Leaders Series
Our Business Leaders series honors the Greatest Business Leaders of the
country.. And peaks into their personalities, lifestyles, successes and failures.
The first in the series is Ratan Tata who has not only changed the meaning of
Business but also influenced an entire generation with his business acumen
and human qualities.
In the next series we would take inspiration from other Business Leaders of
the Country
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3. Greatest Business Leaders of India :
RATAN TATA
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4. Greatest Business Leaders of India :
RATAN TATA
Ratan Naval Tata (born December
28, 1937, in Mumbai) is the
present Chairman of the Tata
Group, India's largest
conglomerate established by
earlier generations of his family
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6. About RATAN TATA
• First child of Naval and Soonoo tata
• Parents divorced in mid 40’s when Ratan
was 7
• Studied in all boy’s campion school in
India and graduated from cornell, U.S.A
in 1962
• Advanced management program from HBS in 1975
• Back to India on grandmother’s insistence and joined the TATA group
• Appointed chairman of TATA group in 1991
• He’s a bachelor and lives a peaceful ,simple life .
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7. Personality…
• VERY DIGNIFIED
• ETHICAL
• DEPENDABLE
• BELIEVES IN KEEPING PROMISES
• LOYAL & BELIVES IN RELATIONSHIPS
• QUESTIONING THE UNQUESTIONABLE
• RISKTAKER NOT A SPECULATOR
• EXEMPALARY LEADERSHIP QUALITIES
AND
• A TREMENDOUS MOTIVATOR
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8. Motivation…
• Ratan Tata never married. In Bombay he would date on
and off, was even engaged once but broke it off before the
cards could be printed. Without a family and children what
motivates him?
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9. His Corporate Journey…
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10. Joined in 1962…
• Ratan Tata would probably have stayed
on in the United States after training
as an architect at Cornell University
• He had an offer from IBM, but the son
of Naval Tata and nephew of JRD Tata
couldn't be allowed to work outside
the group
Hence in 1962, Ratan joined the family business, working on the Tata
Steel shopfloor at Jamshedpur, just one of several thousand
employees.
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11. First Assignment
• His first independent assignment -- as director
of National Radio and Electronics (Nelco), in
1971. Nelco was in dire straits when Ratan
came on board -- losses of 40% and barely 2%
share of the consumer electronics market
• Just when he turned it around, the Emergency
was declared….Nelco was quickly near
collapse again
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12. Second Assignment
• Ratan's next assignment was just as trouble-stricken
• He was asked to turn around the sick Empress Mills
• He did, but was refused the Rs 50 lakh (Rs 5 million)
investment required to make the textile unit
competitive
• Empress Mills floundered and was finally closed in
1986 (by which time the infamous Mumbai textile
workers' strike had also taken its toll)
• The two 'failures' haunted Ratan for decades. His track
record was suspect, he was jinxed, said his baiters
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13. Journey since 1991…
• When he took over as Tata Group chairman on March 25, 1991,
critics were loud and unrestrained in their disapproval and
skepticism.
• Ratan Tata was considered to have gained his position purely on the
strength of his surname; he was incompetent, raged opponents
both within and outside Bombay House, and he didn't possess an
iota of the charisma of his uncle and predecessor, JRD Tata.
• Nearly 20 years later, Ratan Tata has achieved almost everything on
his 1991 agenda. At Rs 3.46 lakh crore (Rs 3.46 trillion), Tata Group
revenue is 40 times the 1991 level, while net profit has gone up
four times
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14. Journey since 1991…
• In 1988, he took over from Sumant Moolgaokar as Telco chairman -- and promptly
found himself at the centre of a prolonged labour dispute, perhaps the worst
industrial relations slide in Tata history
• Taking over from JRD as group chairman in 1991 didn't resolve matters either
• Individual company heads were larger-than-life personalities in their own right,
and had ruled these satraps for decades:
– Russi Mody at Tata Steel
– Darbari Seth at Tata Chemicals
– Ajit Kerkar at Indian Hotels
– Nani Palkhivala at ACC.
• Getting them to toe a group line and work in tandem with other companies was
next to impossible
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15. His Strategies…
• Promoted seven hi-tech businesses under Tata Industries in the eighties: Tata
Telecom, Tata Finance, Tata Keltron, Hitech Drilling Services, Tata Honeywell, Tata
Elxsi and Plantek
• The thrust was equally on technology-driven leadership, global competitiveness
and being among the top three domestically, regardless of the line of business
• When Ratan took over, there were three group companies manufacturing cement;
five were involved in pharmaceuticals, while nine companies operated in the IT
space. One of his first acts was to sell Tomco; swift exits from pharma and textiles
and, later, cement, followed
• Management consultancy McKinsey was brought on board to help with the
reorganisation
• Tata also paid attention to brand Tata. By 1998, there was a single group logo and
the Tata brand belonged to Tata Sons
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16. Corporate Spurs
• Tata Consultancy Services went public and
Tata Motors was listed on the New York Stock
Exchange
• On January 31st, 2007, Ratan Tata successfully
pulled off one of the biggest acquisitions in
Indian corporate history
• Corus Group - an Anglo-Dutch steel and aluminum producer, was acquired by
Tata Sons for an astounding £6.7 billion at the rate of 608 pence per share
against a Brazilian steel company that had bid 603 pence
• Another feather of success got attached with this man when he presented the
latest Tata four-wheeler model Tata Elegante at Geneva on March 6, 2007. This
model was appreciated by all the global dealers of four-wheelers
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17. Awards & Recognition
• He is also Chairman of two of the largest
private sector promoted philanthropic
trusts in India
• Member, Global Business Council on HIV /
AIDS and the programme board of the Bill &
Melinda Gates Foundation's India AIDS
initiative
• The government of India honored Mr Tata
with one of its highest civilian awards, the
Padma Bhushan, on Republic Day, January
26, 2000
• He has also been conferred an honorary doctorate in business administration
by the Ohio State University, an honorary doctorate in technology by the
Asian Institute of Technology, Bangkok, and an honorary doctorate in science
by the University of Warwick.
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18. What people say about him…
"Ratan Tata outperformed JRD. He toppled people as strong as Russi Mody, thought out of the
box and came up with path-breaking concepts like the Nano," says Bala V Balachandran, faculty
member at Kellogg School of Management, and dean of the Great Lakes Institute of Management
Hemendra Kothari, the doyen of investment banking in India who has worked on most Tata
Group deals, has watched Tata's working style closely. "He is a very discerning person when it
comes to decision-making. And once he has made up his mind, he is prepared to go all out to
achieve his objective, be it Corus or Nano,"
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