Leader Ratan Tata

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

IntroductionCharacteristicsRoles And TacticsPowersSocial ResponsibilitiesAwards And RecognitionsCriticisms

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 indulgedeeply in art collection.

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

• He is known to slip into the front seat alongside his driver to and from work.

Tata ChemicalsTata PowerTata internationalTata SteelTata TeaTata MotorsTata Consultancy ServicesRallisIndian HotelsTata FinanceTata InfoTechVoltasTata Interactive Systems

TitanTata Share RegistryTata Fin AMEXTata Home FinanceTata TechnologiesTata RefractoriesTAYO RollsTata CoffeeTelconTata ServicesTata SSLTRFTrentTACO

TQMSTSMGTata IndustriesTAL AutomationNELCOTata Tele ServicesTata Auto plasticsTata Johnson ControlsTata Interactive SystemsTCE Consulting Engrs.Tata Investment CorpnTECSTFS

• 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.

• 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

PERSONALITY...

WHAT MAKES HIM RATAN TATA- THE LEADER???

“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

• Visionary

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.

Achievements…

"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)

• Initiator

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

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?

“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)

• Risk taker

• Expertise

"He has a tremendous technological brain," says

Tata Steel(Non-Executive VC)B. Muthuraman

"Tata has shown that there is no other way he will do business other than do it ethically," says

Gopalakrishnan.Ex-CEO (TCS)

• A man of integrity

• Strategist

"He is a deep thinker and extremely strategic. He is always 2-3 steps ahead"- Alan Rosling ED, Tata sons

Leadership managerialroles

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

1,9 9,9

RATAN TATA

5,5

1,1 9,1

LEADERSHIP GRID

HIGH

LOW

1LOW

9HIGH

CONCERNFOR PEOPLE

CONCERN FOR PRODUCTION

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

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Organization

Customers

Shareholders

Suppliers

Community

Competitors

We Need Radical ChangesWe Need Radical Changes

Breakthrough improvementsBreakthrough 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

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= TBEM Excellence

=TQM, Six

Sigma Improvement

ISO= Conformance

Quest for the Best : Evolution

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

• Successor Criticisms

• Environmental Criticisms

• Unethical partners: the Dow chemical controversy

CRITICISMS………..

“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