Tata Group and Its Growth in Last Years
|Tata Group: Transforming the Sleeping Elephant |
|-- Subir Sen Faculty Member, |
|IBS, |
|Kolkata, India. |
|E-mail: subir@ibsindia.org |
|This paper revolves around the turmoil that shook the very foundations of the Tata group when Ratan Tata was alleviated as the chairman of Tata Sons in 1991. Since its |
|inception in 1875, the group has consistently displayed rare strategic talent by becoming pioneers in industries such as steel, hotels, power, insurance and airlines. As of|
|today, it is the largest diversified business group in India. The group is respected for its philanthropic activities and is also known for distancing itself from political|
|interference. Therefore, during the days of the license raaj, when most groups were diversifying aggressively, the Tatas were hibernating. As a result, during the 1970s and|
|1980s, the groups growth rate slowed down and relatively younger business groups like Reliance overtook the top position from the Tatas that they had maintained for |
|decades. When Ratan Tata became the group chairman, he again expressed his intent to diversify into emerging industries given the relatively free environment of the 1990s. |
|The powerful satraps vehemently protested. In fact, the entire
|-- Subir Sen Faculty Member, |
|IBS, |
|Kolkata, India. |
|E-mail: subir@ibsindia.org |
|This paper revolves around the turmoil that shook the very foundations of the Tata group when Ratan Tata was alleviated as the chairman of Tata Sons in 1991. Since its |
|inception in 1875, the group has consistently displayed rare strategic talent by becoming pioneers in industries such as steel, hotels, power, insurance and airlines. As of|
|today, it is the largest diversified business group in India. The group is respected for its philanthropic activities and is also known for distancing itself from political|
|interference. Therefore, during the days of the license raaj, when most groups were diversifying aggressively, the Tatas were hibernating. As a result, during the 1970s and|
|1980s, the groups growth rate slowed down and relatively younger business groups like Reliance overtook the top position from the Tatas that they had maintained for |
|decades. When Ratan Tata became the group chairman, he again expressed his intent to diversify into emerging industries given the relatively free environment of the 1990s. |
|The powerful satraps vehemently protested. In fact, the entire
Bibliography: | |1. "House of Tata", Harvard Business School Working Paper, 9-792-065, April 28, 1992. | |2. "House of Tata: The Next Generation", Harvard Business School Working Paper, 9-798-037, April 28, 1998. | |3. "Ratan Tata Reinvents", Hindustan Times, September 5, 2004. | |4. "Ratan Tata Speaks his Mind", Business Today, February 15, 2004. | |5. "Remaking Tata", Business World, September 13, 1999. | |6. "Tata Transformed", Business Today, March 31, 2002. | |7. "The Tata that Ratan Built", India Today, February 24, 2003. | |Reference # 33J-2009-03-04-02. | | |