In spite of the odds

Ratan Tata, who died on Oct 9, was an unlikely group chairman. But he dispelled all doubts in scripting an indelible chapter of business history

- SUVEEN SINHA

Fate put Ratan Tata in a situation where few expected him to succeed. However, not only did he succeed but also transformed the sprawling Tata Group from an India-focused one into one of the most significant names in the world, from an old-world business into one whose software outfit became its crown jewel, and from a group that had had to part with Air India into one that got the airline back.

Just as important, Tata changed the character of his eponymous group from a federal setup to cohesive operation, and run by Tata Sons, the group holding company, which in turn is controlled by Tata Trusts.

It comes as no surprise that Tata's journey as the helmsman of the Tata group - which started in 1991, the year India began to embrace economic reforms and liberalisation - ran in parallel to the country's rise as an economic power as well as the unleashing of India's managerial and technological talent around the world. However, the thread that connects the numerous dots in this story is Tata's personal journey.

"It's hard being a Tata. The surname doesn't permit failure..." Gita Piramal wrote in Business Maharajas, first published in the 1990s.