Ratan Tata: The unlikely heir who became the architect of the Tata Group's global legacy

It is no surprise that Tata's journey as head of the Tata Group – which began in 1991, the year India embraced economic reforms and liberalization – ran parallel to the country's rise as an economic powerhouse and revealed technological and technical talent. management of India. the globe

However, the thread that connects the various points of this story is Tata's personal journey.

“It’s hard to be clean. Titles do not allow for failure…” wrote Geeta Piramal in Business Maharaj, first published in the 1990s.

However, when Tata took charge, the wise man was betting money – that it would fail. He joined the team in 1962 with a bachelor's degree in architecture from Cornell. He played several roles before beginning a less-than-glorious career at the National Radio and Electronics Company in 1971. Ten years later, he was appointed chairman of Tata Industries, where he showed glimpses of his talent in transforming the company. Strategic think tank and promoter of high technology initiatives.

However, few paid attention to Tata Industries when legends like Russi Modi at Tata Steel, Darbari Sheth at Tata Chemicals and Tata Tea and Ajit Kerkar at Indian Hotels vaguely reported to the great legend: JRD Tata.

Naturally, Ratan expected little after becoming head of the Tata Group. It wasn't meant to be. His main rival for the position, Modi gave an interview to the newspaper that ended his chances.

Modi's eventual resignation made it clear that Ratan Tata would not respect the JRD's loose federal structure. Instead, he took on the difficult task of controlling the satraps. From then on, Tata Sons' stake in the group's companies systematically increased. In 1996, it launched the Brand Subscription Scheme, where group companies pay a fee to use the Tata name.

When Tata feels safe, she follows her dreams. Unlike some of its peers, such as Rahul Bajaj, who protected their sovereignty and did not compromise on equity, Tata was open to collaboration with foreign partners. He went a step further with a series of overseas acquisitions, notably Tetley, Corus and Jaguar Land Rover.

Equally significant was what he did at home. He always dreamed of building a popular car for India, combining the comfort of an Ambassador with the frugality of a Maruti. This is how Indica was born and for some time it held its own against international brands. However, the more ambitious Nano proved to be a challenge. Tata promised a car model for India for around Rs 1 lakh, but despite delivering on that promise, the Nano failed to capture the imagination of the Indian public, who resisted being considered the cheapest car to own.

Then came the Radia tape episode. Tata and Nira Radia met in the 1990s when the group was trying to launch an airline with Singapore International Airlines. Radia, who moved to India with her three children, advised SIA. Following the leaked tapes, which showed Radia engaging in questionable conversations, their association was investigated, although Tata repeatedly said Radia was taken to task over the negative campaign against the group.

However, when Tata passed to Cyrus Mistry in 2012, it was clear that he was leaving a glorious legacy. However, dissatisfaction with Mistry's direction led to a boardroom battle in 2016, during which Tata returned as interim chairman before embarking on a more lasting succession.

It's been an eventful journey for someone who shouldn't be in the role. He may not have been Tata either. His father, Naval, adopted Ratanji Tata, the son of the founder of the Jamsetji group.

Ratan Tata could have remained an architect, but his grandmother's illness brought him back to India frequently and one thing led to another. He remained, writing an indelible chapter in Indian business history.