Tata led a conglomerate of over 100 companies, known as a “salt-to-software” group, employing 660,000 people and generating annual revenues exceeding $100bn. Ratan Tata, a highly respected business leader, helmed the Tata Group for more than two decades. Founded by Jamsetji Tata, the conglomerate includes businesses ranging from Jaguar Land Rover and Tata Steel to aviation and salt pans.
The company’s ethos combines capitalism with philanthropy, aiming to improve the lives of others through its business practices. Tata Sons, the group’s holding company, operates numerous companies, both privately held and publicly traded, all owned by a philanthropic trust.
Born in 1937 into a traditional Parsis family, Ratan Tata’s journey with the Tata Group began when JRD Tata invited him to join after his return from studying in the US. Tata gained experience working on the factory floor at a steel plant in eastern India before taking over struggling group firms in the 70s.
Under Ratan Tata’s leadership, the Tata Group expanded globally, making bold acquisitions such as Corus and Jaguar Land Rover. While some decisions paid off, others, like a failed telecom venture, incurred losses. Tata’s purchase of Tetley in 2000 marked a significant milestone for the company, making it the world’s second-largest tea company.
Despite facing challenges, including the disappointing launch of the Nano car, Tata’s resilience was evident during the Mumbai terror attacks in 2008. He pledged to support families affected by the attacks and invested over $1bn to restore the damaged Taj Mahal Palace hotel.
Towards the end of his career, Tata became embroiled in controversy when he returned to Tata Sons as interim chairman after the ousting of Cyrus Mistry. Despite this, Tata’s legacy as a modest, reserved, and disciplined leader remains a defining aspect of his tenure with the Tata Group. Getty Images También se describió a sí mismo como un “poco de optimista”. Tata también era un empresario modesto y reflexivo. Después de que la policía fuera llamada para poner fin a una huelga que paralizó las operaciones en una de las fábricas de su empresa en Pune en 1989, Tata dijo a los periodistas: “Quizás dimos por sentado a nuestros trabajadores. Asumimos que estábamos haciendo todo lo posible por ellos, cuando probablemente no lo estábamos”. En 2009, Tata habló en una función de exalumnos de la escuela sobre su sueño para su país, “donde cada indio tenga la misma oportunidad de brillar por mérito”. “En un país como el nuestro”, dijo, “tienes que intentar liderar con el ejemplo, no presumir de tu riqueza y prominencia”.