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 his career in the Tata Group in 1961. He started on the shop floor of Tata Steel, shoveling limestone and handling the blast furnace.[13] He could not turn around group companies, NELCO and Empress Mills, which he was given charge of in the 70s.[14][15] In 1991, J. R. D. Tata stepped down as chairman of Tata Sons, naming him his successor. When he settled down into the new role, he faced stiff resistance from many companies heads some of whom had spent decades in their respective companies and rose to become very powerful and influential due to the freedom to operate under JRD Tata. He began replacing them by setting a retirement age, and then made individual companies report operationally to the group office and made each contribute some of their profit to build and use the Tata group brand. Innovation was given priority and younger talent was infused and given responsibilities.[16] Under his stewardship, overlapping operations in group companies were streamlined into a synergised whole,[17] with the salt-to-software group exiting unrelated businesses to take on the onslaught of globalisation.

During the 21 years he led the Tata Group, revenues grew over 40 times, and profit, over 50 times.[14] Where sales of the group as a whole, overwhelmingly came from commodities when he took over, the majority sales came from brands when he exited.[18][19] He boldly got Tata Tea to acquire TetleyTata Motors to acquire Jaguar Land Rover and Tata Steel to acquire Corus. All this turned Tata from a largely India-centric group into a global business, with over 65% revenues coming from operations and sales in over 100 countries.[14][20]He conceptualised the Tata Nano car.[16] As he explained in a recent[when?] interview for the Harvard Business School's Creating Emerging Markets project, the development of the Tata Nano was significant because it helped put cars at a price-point within reach of the average Indian consumer.[21]

 

 

 
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