Ratan Tata Quotes

I don't believe in taking right decisions. I take decisions and then make them right.

If you want to walk fast, walk alone. But if you want to walk far, walk together

Ups and downs in life are very important to keep us going, because a straight line even in an ECG means we are not alive

None can destroy iron, but its own rust can! Likewise none can destroy a person, but its own mindset can!

Take the stones people throw at you, and use them to build a monument

I admire people who are very successful. But if that success has been achieved through too much ruthlessness, then I may admire that person, but I can't respect him.

I do not know how history will judge me, but let me say that I've spent a lot of time and energy trying to transform the Tatas from a patriarchal concern to an institutional enterprise. It would, therefore, be a mark of failure on my part if it were perceived that Ratan Tata epitomises the Group's success. What I have done is establish growth mechanisms, play down individuals and play up the team that has made the companies what they are. I, for one, am not the kind who loves dwelling on the 'I'. If history remembers me at all, I hope it will be for this transformation.

I may have hurt some people along the way, but I would like to be seen as somebody who has done his best to do the right thing for any situation and not compromised.

I came seriously close to getting married four times, and each time I backed off in fear or for one reason or another. Each occasion was different, but in hindsight when I look at the people involved, it wasn't a bad thing what I did. I think it may have been more complex had the marriage taken place.

I don't believe in taking right decisions.

Business need to go beyond the interest of their companies to the communities they serve.

Apart from values and ethics which I have tried to live by, the legacy I would like to leave behind is a very simple one - that I have always stood up for what I consider to be the right thing, and I have tried to be as fair and equitable as I could be.

One hundred years from now, I expect the Tatas to be much bigger than it is now. More importantly, I hope the Group comes to be regarded as being the best in India.. best in the manner in which we operate, best in the products we deliver, and best in our value systems and ethics. Having said that, I hope that a hundred years from now we will spread our wings far beyond India.

I am proud of my country. But we need to unite to make a unified India, free of communalism and casteism. We need to build India into a land of equal opportunity for all. We can be a truly great nation if we set our sights high and deliver to the people the fruits of continued growth, prosperity and equal opportunity.

I have been constantly telling people to encourage people, to question the unquestioned and not to be ashamed to bring up new ideas, new processes to get things done.

There are many things that, if I have to relive, maybe I will do it another way. But I would not like to look back and think what I have not been able to.

The day I am not able to fly will be a sad day for me.

One of the weaknesses of Indian industry is that in many areas.. like consumer goods.. it is very fragmented. Individually, the companies might not be able to survive. What is needed is a consortium of like companies in one industry, presenting a strong front to the multinationals. The Swiss watch industry did this.

I have also made this a point in our company: We need to stop taking baby steps and start thinking globally. It really seems to be helping.

We live in a highly competitive world - and we Indians have to struggle to catch up. So modesty is necessary, even if there is also a need for a certain amount of national pride. When it comes down to it, we have managed our country's economy poorly for long enough. There is really no reason to now think that we can conquer the world.

Power and wealth are not two of my main stakes.

Young entrepreneurs will make a difference in the Indian ecosystem.

I have always been very confident and very upbeat about the future potential of India. I think it is a great country with great potential.

I followed someone who had very large shoes. He had very large shoes. Mr. J. R. D. Tata. He was a legend in the Indian business community. He had been at the helm of the Tata organization for 50 years. You were almost starting to think he was going to be there forever.

I would say that one of the things I wish I could do differently would be to be more outgoing.

If it stands the test of public scrutiny, do it... if it doesn't stand the test of public scrutiny then don't do it.

The political system of the People's Republic of China can make things easy. Decisions are made quickly and results come quickly, too. In our democracy [in India], on the other hand, such things are extremely difficult.

I think the Tata Group's greatest contribution to the growth of the Indian economy and Indian industry probably happened in the pre-independence era. The Group's investments in industries such as steel, textiles, power and hotels were certainly driven by an entrepreneurial spirit, but they were driven even more, I think, by a desire to make India self-sufficient and independent of its colonial masters then.

Some foreign investors accuse us of being unfair to shareholders by using our resources for community development. Yes, this is money that could have made for dividend payouts, but it also is money that's uplifting and improving the quality of life of people in the rural areas where we operate and work. We owe them that.

India has probably lost its position to China as the world's workshop. At the same time it has the power to be ahead of China when it comes to knowledge. Not that the Chinese are far behind. They will get there. But our challenge is to invest sufficiently in education.

The early Rockefellers made their wealth from being in certain businesses and remained personally very wealthy. Tata's were different in the sense the future generations were not so wealthy. They were involved in the business but most of the family wealth was put into trust and most of the family did not in fact did not enjoy enormous wealth.

The country is now universally recognised as a nation on the move and takes its place amongst the successful economies in the region. The future potential is enormous but the country's destiny is in our hands. The time has come to move from small increments to bold, large initiatives. The time has come to stretch the envelope and set goals which were earlier not seen to be possible. The time has come for performance to be measured and for allocated funds of the government to reach the people for whom they were intended.

I will certainly not join politics. I would like to be remembered as a clean businessman who has not partaken in any twists and turns beneath the surface, and one who has been reasonably successful.

I've never believed protectionism of that kind will lead us anywhere. I think you can have certain specific rules for engaging with India.. for example, not allowing mineral resources to be taken out of the country.. but there is not a shred of doubt in my mind that when you open an economy you should do it in totality. Foreign investment adds a sense of competition; we should see this as a wake-up call to modernise and upgrade. Companies that do not will undoubtedly die.

IT and the entire communications business clearly have the greatest potential for growth. But if you're talking about sheer size, the steel and auto industries will remain at the top.

I think the environment has become more competitive. That has made Indian industry more concerned with a) its customers, b) the quality of its products, and c) its brand image in the marketplace.

The strong live and the weak die. There is some bloodshed, and out of it emerges a much leaner industry, which tends to survive.

I have two or three cars that I like, but today, Ferrari would be the best car I have driven in terms of being an impressive car.

When you see in places like Africa and parts of Asia abject poverty, hungry children and malnutrition around you, and you look at yourself as being people who have well being and comforts, I think it takes a very insensitive, tough person not to feel they need to do something.

Britain needs a real push. It needs nationalism. The sort of spirit that comes during a war. It needs people really to want to see the UK sitting again, maybe not as a colonial power, but as an economic power.

What I would like to do is to leave behind a sustainable entity of a set of companies that operate in an exemplary manner in terms of ethics, values and continue what our ancestors left behind.

We like to say that India has the advantage of being a large market. We have provinces, we have the rule of law, we have a system of justice. But those are also weaknesses when compared with China. On the other hand, one of our strengths is that we are very individualistic, and as individuals we are very creative. But that, too, is a weakness, because it keeps us from working well together. Everyone thinks only about his own profit.

At Tatas, we believe that if we are not among the top three in an industry, we should look seriously at what it would take to become one of the top three players.. or think about exiting the industry

We're responsible for the fortunes of the company but this is a bone-dry situation in terms of access to credit. Nobody can operate on that basis unless you have large cash balances, which we don't. My concern is that the government doesn't appear to care about manufacturing.