Indian Entrepreneur

RATAN NAVAL TATA

Presented By:

Raj Padharia Roll no. 34

INTRODUCTION
Ratan Naval Tata (Born on Dec. 28, 1937 in Mumbai) is the present

chairman of the group, India's largest conglomerate founded by Jamshed Ji Tata and consolidated and expanded by later generations of his family. Engineering degree from Cornell university and management programme from Harvard in 1974-75. Turned down job in IBM to join his own business. Was given 2 sick units Nelco, Central India Textiles. In 1991, he took over as group Chairman from the legendary J.R.D. Tata. Since then, he has been instrumental in reshaping the fortunes of the most respected conglomerate of India.

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 worlds second-largest producer of soda ash. Tata Motors is the worlds fifth-largest manufacturer of commercial vehicles. Tata Steel is the worlds sixth-largest producer of steel. Titan is the worlds fifth-largest watch manufacturer. Tata Consultancy Services (TCS) is Asias 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 hold 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 its 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. postpone anything.

Led by example, Tata is an amazing energetic individual: Would never

Persistence and Constant Motivator: Immense persistence in always

moving closer to his goal, even if this goal keeps shifting, constant motivator. he would go all out to achieve his objective, be it Corus or Nano. from his competitors and motivated his team accordingly.

A very discerning person: Once he made up his mind, along with his team,

A great thinker and extremely strategic: He stayed always 2-3 steps ahead

Consolidating change
Criticism and internal battles: Ratan Tata didn't let the criticism and internal

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.

Re organising the group companies: When Ratan Tata took over, there were

three group companies, manufacturing cement; five were involved in pharma, while nine companies operated in the IT space. One of Tatas 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

Institutionalized processes: The reputation of the group and its guiding principles are

uppermost in his mind while taking decisions

Thank you