Ratan Tata, a prominent figure in India’s business world and leader of the Tata Group, passed away at the age of 86. He oversaw a diversified conglomerate known for its extensive range of over 100 companies, which collectively employ around 660,000 people and generate annual revenues exceeding $100 billion. The Tata Group, established by Jamsetji Tata, has a legacy that spans 155 years and encompasses industries from Jaguar Land Rover and Tata Steel to aviation and consumer goods.
Tata’s approach to business emphasized a balance between capitalism and philanthropy, earning recognition for enhancing the lives of many. Peter Casey, author of an authorized biography of the Tata Group, explained that while Tata Sons, the conglomerate’s holding company, contains both private and public enterprises, they are fundamentally owned by a philanthropic trust.
Born into a Parsi family in 1937, Tata grew up in an educated environment. After his parents’ separation in the 1940s, he pursued higher education in the United States, earning a degree in architecture from Cornell University. During his time in the US, he not only honed his academic skills but also learned to drive and fly, overcoming challenges such as engine failures during flights.
Tata returned to India in 1962 to assist his ailing grandmother and soon after, was invited by JRD Tata, a family member and his mentor, to join the Tata Group. Beginning his career at a steel plant in Jamshedpur, he gained hands-on experience on the factory floor before advancing to managerial roles. In the early 1970s, he took charge of struggling business divisions, successfully revitalizing one but facing challenges with another.
In 1991, Ratan Tata was appointed as JRD Tata’s successor, despite opposition and skepticism from some quarters regarding nepotism. Under Ratan Tata’s leadership, the Tata Group made impressive strides, including acquired brands like Corus, Jaguar, and Land Rover. One of his notable achievements was the acquisition of Tetley, which positioned Tata as the world’s second-largest tea company.
However, not all of Tata’s initiatives met with success. The launch of the Nano, marketed as the world’s most affordable car, ultimately struggled in the market due to production and branding missteps. Reflecting on this venture, Tata acknowledged that calling it the “world’s cheapest car” detracted from its appeal.
Tata’s legacy as a modest yet visionary leader continues to resonate in India’s business landscape.