Humble Colossus

Ratan Tata, who passed away at 86, was a man who spoke in the measured tones of a diplomat and moved with the quiet grace of a statesman. His impact on India’s industrial landscape was seismic. He wasn’t one for bombast, despite commanding one of the world’s most sprawling conglomerates. This reserved and unassuming leader of the Tata Group led with a sense of dignity and responsibility that increasingly feels like a relic of another age. His death marks not just the proverbial end of an era but the departure of a figure whose rare combination of ambition and humility is difficult to imagine being replicated.

For four decades, Tata guided his family’s company through turbulent waters, not only expanding its reach but redefining what it meant to be an Indian multinational in a globalized world. In the 1990s, as India underwent economic liberalization, many business leaders were uncertain about handling the surge of foreign competition. But Tata saw a different horizon. His acquisitions - Tetley Tea, Corus Steel, and the crown jewel, Jaguar Land Rover - were statements of intent. It proved that India was not just opening its doors to the world, but was ready to claim a seat at the table.

Ratan Tata’s ascent to the helm of Tata Group in 1991 marked a turning point for the group’s business. He transformed the centuries-old, largely domestic conglomerate into a global titan, shaping both the company and India’s economic history Yet, unlike many of his contemporaries, Tata did not appear to lust after power or wealth for its own sake. He understood that the true measure of a corporation was not just its profits, but its purpose.

This sense of corporate responsibility permeated the Tata Group under his stewardship. The Tata trusts, which control a significant portion of the conglomerate, were channelled into education, healthcare and social welfare, long before such initiatives became de rigueur among global corporations. Ratan Tata’s vision of business extended beyond immediate returns. He did not just want to make money - he wanted to build a better India.

In a country where corruption often festers in the corridors of business and politics, Tata stood apart. He was, by all accounts, incorruptible. His refusal to bow to the demands for bribes in the early days of his airline venture was one of the more publicized examples of his moral code, but it was emblematic of a larger ethos that shaped the Tata Group. In the often-unscrupulous world of Indian business, where backroom deals and political patronage are part of the game, Tata’s integrity was legendary. He was a man who did not waver, even when it would have been easier to compromise. His legacy will not be found in gilded skyscrapers or flashy acquisitions, but in the livelihoods improved by Tata’s social initiatives, in the global respect won for Indian business, and in the ideals of corporate governance he upheld until the very end.