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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)
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.
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.
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.
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.
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
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/
Thank you 

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Ratan tata

  • 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/