A BUSINESS LEGEND- RATAN TATA

PRESENTED BY:

Swarana Biyani(04)
Manan Desai(08)
Prashant Nehete(33)
Meghna Pal(35)
Sandeep Yadav(56)
Manish Zope(58)
Contents
Introduction
Characteristics
Roles And Tactics
Powers
Social Responsibilities
Awards And Recognitions
Criticisms
A BUSINESS LEGEND
 • Ratan Tata is the chairman of the
Tata Group, India's largest
corporation.

• He is the latest in a long line of Tatas

to head the family-owned company.

• Born into an old Parsi family of

Bombay, in December 28th 1937.

• He received a Bachelor’s degree in architecture from America’s Cornell

University in 1962.
• He returned to India and joined the Tata Group.
 • Tata is single and leads a modest lifestyle in his
bachelor apartment.

• The US-educated bachelor lives alone with his two

German Shepherds in an apartment in Mumbai.

• He is known to be a supporter of the traditional Parsi

way of life.

• He has a passion for home cooked food and is known to indulge

deeply in art collection.

• A trained pilot who still takes to the skies on his own aircraft has picked
up a number of awards.

• He is known to slip into the front seat alongside his driver to and from
work.
 Titan TQMS
Tata Chemicals Tata Share Registry TSMG
Tata Power Tata Fin AMEX Tata Industries
Tata international Tata Home Finance TAL Automation
Tata Steel Tata Technologies NELCO
Tata Tea Tata Refractories Tata Tele Services
Tata Motors TAYO Rolls Tata Auto plastics
Tata Consultancy Services Tata Coffee Tata Johnson Controls
Rallis Telcon Tata Interactive Systems
Indian Hotels Tata Services TCE Consulting Engrs.
Tata Finance Tata SSL Tata Investment Corpn
Tata InfoTech TRF TECS
Voltas Trent TFS
Tata Interactive Systems TACO
 • The Tata Group consists of nearly 100 companies.

• Tata group is a multinational conglomerate and one of

the largest private companies in India.

• Today, it has a strength of 350,000 employees all over the world and
an estimated annual turnover of $62 billion USD.

• Tata’s contribution to India’s GDP is nearly 5.5% and 60% of its

revenue comes from foreign countries.

• Tata group was always known for its business ethics and
corporate governance.

• The Tata Group has spread its operations across six continents and
more than 80 countries.
 PERSONALITY...

• Dignified

• Ethical

• Dependable

• Believes In Keeping Promises

• Loyal And Believes In Relationships

• Questioning The Unquestionable

• Risk taker Not A Speculator

• Exemplary Leadership Qualities And A

Tremendous Motivator
WHAT MAKES HIM RATAN
TATA- THE LEADER???
• Visionary

“One hundred years from now, I expect

the Tatas to be much bigger than it is
now. More importantly, I hope the
group comes to be regarded as being
the best in India. Best in the manner in
which we operate, best in the products
we deliver, and best in our value
systems and ethics. Having said that, I
hope that A hundred years from now
we will spread our wings far beyond
India.”
-Ratan Tata
 Achievements…
 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.

 Tata Motor got listed on NYSE and is now among the top five
manufacturers of Trucks.

 Tata Tea is the world’s second largest branded tea company.

• Initiator

"Ratan was the chief architect of

the Corus deal. I was worried
about the magnitude and the
amount of money.
But he instilled confidence." says

Muthuraman
(Non-Executive VC)
Assume you are the head of a multinational group some of whose
leading businesses are weakened by a troubled market and lack of
refinance in overleveraged balance sheets.

What’s the likelihood that you pull off an overhaul, sustain a

pipeline of innovation and yet find time to foster business co-
operation between India and another country?

Ratan Naval Tata, 72, the reticent Chairman of the $70.8 billion
Tata Group, has managed all that.
• Risk taker

“If you put a gun to my head,

you had better take the gun
away or pull the trigger,
because I'm not moving.”

"While he doesn't look it, he's

one of the toughest people I've
ever known." says
Muthuraman
(Non-Executive VC)
• Expertise

"He has a tremendous technological

brain," says

Tata Steel
(Non-Executive VC)
B. Muthuraman
• A man of integrity
"Tata has shown that there
is no other way he will do
business other than do it
ethically," says

Gopalakrishnan.
Ex-CEO (TCS)
• Strategist
"He is a deep thinker and
extremely strategic. He is
always 2-3 steps ahead"- 
Alan Rosling
ED, Tata sons
Leadership managerial
roles

 Figure head
 Entrepreneur
 Resource allocator role
 Disturbance handler
Influence Tactics

 Consultation
 Rational persuasion
 Exchange tactics
RATAN TATA’S LEADERSHIP STYLE
Transformational Leader

 Accepts Change
 Innovation
 Social Skills
 Encourage: Problem Solving
 Deciding the Future
 LEADERSHIP GRID

HIGH 1,9 9,9

RATAN TATA

CONCERN 5,5
FOR PEOPLE

LOW
1,1 9,1

1 9
LOW CONCERN FOR PRODUCTION
HIGH
The Tata Business Excellence Model…

“The true objective of setting these criteria, was never

meant to be merely to use them as an assessment for an
award,
but more importantly, to utilize them for an
institutionalized approach to drive performance and
attain higher levels of efficiency in everything that a
corporate entity does.”
-Mr. Ratan N. Tata
…and what it is about...

 A set of statements & questions that asks us to describe the

way we conduct our business and provides us with insights
on how we can improve.
 What we do and How we do it
It makes us ensure that we have clear objectives both short
& long term that these objectives are understood & shared
by all of us.
 We have a roadmap to achieve our objectives and that we
implement, monitor, review & improve as we move forward.
WHY HAVE A
BUSINESS
EXCELLENCE MODEL?
 Need to Accelerate the Rate of Change

We
WeNeed
NeedRadical
RadicalChanges
Changes
Suppliers Customers

Competitors
Shareholders
Organization

Community

Breakthrough
Breakthrough
26
improvements
 Need for Change…
1. Businesses that don’t change to adapt to the world’s pressures don’t
survive.
2. The world’s pressure sources are both changing and conflicting.
3. Businesses must move to a “continuous change” mindset.
4. Leaders must move to a “change is an opportunity” mindset.

Pressure Source Direction of Pressure

Customers More value
Owners More return
Competitors More market share
Regulators More conformity
Employees More involvement

27
Quest for the Best : Evolution

Conformance = ISO

TQM, Six
Improvement =
Sigma

Excellence = TBEM
28
Types of Powers

POSITION POWER:
 Legitimate Power
 Informative Power

PERSONAL POWER:
 Referent Power
 Expert Power
Social responsibility

 Community initiatives
 Environment
 The Tata Trusts
 Institutions
 Sports and arts
 AWARDS AND RECOGNITION

1. Padma Bhushan on 26 January 2000

2. Padma Vibhushan . On 26 January 2008
3. NASSCOM Global Leadership on February 14 2008 in Mumbai
4. Carnegie Medal of Philanthropy in 2007
5. Robert S. Hatfield Fellow in Economic Education In March 2006
6. London School of Economics and Indian Institute of Technology Kharagpur
.
7. the Government of Singapore conferred honorary citizenship on Ratan
Tata,
8. the title of honorary economic advisor to Hangzhou city in the Zhejiang
province of China.
9. Fortune magazine in November 2007 ,listed him among the 25 most powerfull
business man
10. Time magazine's 2008, listed him the World's 100 most influential people
CRITICISMS………..

• Successor Criticisms

• Environmental Criticisms

• Unethical partners: the Dow chemical controversy

“One hundred years from now, I expect Tatas to be much bigger, of course, than it is now.
More importantly, I hope the group comes to be regarded as being the best in India.
Best in the Manner in which we operate ,Best in the products we deliver, and best in our
value system and ethics. Having said that ,I hope that a hundred years from now we will
Spread our wings far beyond India, that we become a global group, operating in many
Countries, as Indian business conglomerate that is at home in the world, carrying the
Same set of trust as we do today”
THANK YOU