When you meet Ratan Tata, it is difficult to think of him as a tough person. He is invariably gentle and courteous. Yet, in the very early days of his stewardship, he showed remarkable toughness, when he set about dismantling, what was referred to as the 'Satrap' structure. That structure of autonomous federalism, he figured out, was inconsistent with the concept of a modern business conglomerate. Business schools can debate the right structure for a group like the Tatas, but I doubt, if there is one correct answer. But then, the issue is not about structure, but the need for toughness to push one's agenda in the face of opposition and challenges.

Organizational behaviour almost always mimics the character of the leader. While I have heard anecdotes of Ratan's sense of compassion, it was the conduct of the employees during the terrorist attack on Taj Mahal Hotel, Mumbai, that so eloquently articulated the ethos of not merely the leadership, but of the entire organization. That will go down in the global history of organizational behaviour, as an unprecedented water mark. Organizational values are not what you print and hang on the office wall. They are what show up, when under test.

Emerging unstained

Ethics, has, for long, remained a strong attribute of the Tata brand. There are many in Indian industry, who would argue that, given the political milieu it is indeed impossible for any business to stay lilywhite. I would, on the other hand, argue that there are not many leaders who would even attempt to set high standards of ethics whilst they constantly gripe about social decadence. Ratan Tata, I believe, was genuinely committed to business ethics being the anchor of all commercial pursuits. That in itself is worthy of emulation. The recent explosive expression of public angst against corruption, the 'Indian Spring', is a welcome proof of the people's deep desire to see better probity in public life. Any national leader should see an immense opportunity to ride this wave to write a new script for an ethical society.

I might severely risk credibility if I hold out that Ratan Tata managed to impart excellence uniformly in all the attributes in all the organisations in the Tata empire. Even Divinity allows for aberrations. That he managed to raise the bar in the Tata Group is undeniable. That he set new benchmarks is equally unquestionable. That he did so, because of his larger vision about the emerging New India is my hypothesis. Here's then the proof of concept; proof that change is possible; change to excel is feasible. It is for others to take this forward.

Courtesy: The Hindu, December 2012