Left to himself, Ratan Tata would have been working as an architect in the warm climate
of Los??
Angeles. From being a reluctant apprentice, not knowing what to do on the shopfloor of Telco at Jamshedpur, thanks to several quirks of fate, he found himself heading the Tata group in 1991. When he took over the reins, the group had a great image but was not driven by a unified strategic vision.
Tata gave the group a vision and went about restructuring it inside out, eve" /> Left to himself, Ratan Tata would have been working as an architect in the warm climate
of Los??
Angeles. From being a reluctant apprentice, not knowing what to do on the shopfloor of Telco at Jamshedpur, thanks to several quirks of fate, he found himself heading the Tata group in 1991. When he took over the reins, the group had a great image but was not driven by a unified strategic vision.
Tata gave the group a vision and went about restructuring it inside out, eve" /> Left to himself, Ratan Tata would have been working as an architect in the warm climate
of Los??
Angeles. From being a reluctant apprentice, not knowing what to do on the shopfloor of Telco at Jamshedpur, thanks to several quirks of fate, he found himself heading the Tata group in 1991. When he took over the reins, the group had a great image but was not driven by a unified strategic vision.
Tata gave the group a vision and went about restructuring it inside out, eve">

 

 

Ratan Tata - Those of us who head industries, ought to focus on what we can really do to make the world a safer place, 50 or 100 years from now
ML: Can you tell us a little about your childhood and where you were born?
RT: I was born in Mumbai, I can’t remember when (laughs). I grew up in Tata House, which is now the head office of Deutsche Bank; it was the house that my grandfather built but never lived to see it completed. My grandmother lived there and my father lived with her; so I grew up in that house. I went to...
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Take a Long View

The past few weeks have seen high and rampant double-digit inflation not seen since the mid-1990s rearing its head again. The market has, expectedly, mirrored this. At the time of writing, the Sensex stands at 13,964 having violated the long-term primary trend-lines, which we get by joining the points 6,154 (29 May 2005), 7,685 (28 October 2005) and 14,994 (19 March 2008). To control...

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Ten years ago, there were fewer than 2,000 Starbucks stores around the world. Today, that number is well over 16,000. Along the way, the price of a Starbucks share went from $ five to $40. Then something happened. The number of stores kept going up, but the share price did not. In fact, it dropped below $20 and has stayed there for the first half of 2008. Howard Schultz, who led the company in...

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