Mumbai, India – Ratan Tata, the legendary former chairman of Tata Group, has passed away at 86 after being admitted to Breach Candy Hospital in Mumbai earlier this week. Known for his transformative leadership and philanthropy, Tata’s death marks the end of an era for Indian business.
Prime Minister Narendra Modi called him a visionary leader and a compassionate human being. Leaders like Mukesh Ambani, Anand Mahindra, and Sundar Pichai paid tributes to Tata, recognizing his extraordinary impact on Indian industry and society.
Tata’s legacy spans numerous industries, from automotive to aviation, with the acquisition of global brands like Jaguar Land Rover and the establishment of Tata Consultancy Services. Under his stewardship, Tata Group grew into a conglomerate of nearly 100 companies employing over 350,000 people globally.
Google CEO Sundar Pichai said Tata left behind an extraordinary business and philanthropic legacy and was instrumental in mentoring and developing modern business leadership in India.
“My last meeting with Ratan Tata at Google, we talked about the progress of Waymo and his vision was inspiring to hear,” Pichai said on X.
“He deeply cared about making India better,” he added.
Among Tata’s iconic achievements was the launch of the Tata Nano, a budget-friendly car aimed at India’s middle class. Though Nano’s production ceased in 2018, it remains a testament to his vision of making affordable transportation accessible to millions.
A recipient of India’s highest civilian honors, the Padma Bhushan (2000) and Padma Vibhushan (2008), Tata’s influence extended far beyond the corporate world. He was deeply committed to philanthropy, contributing to education, healthcare, and rural development through the Tata Trusts.
Retired in 2012, Tata briefly returned as interim chairman in 2016 following leadership turmoil. His influence, however, never waned. Tata will be remembered not only as a titan of industry but as a compassionate leader who dedicated his life to improving India and the lives of its people.
