the successful man about Ratan tata

 In the photo is Ratan Tata, who has been a leader in growing and

 expanding U.S.-India economic cooperation through his many 

business interests as CEO of the Tata Group, and as the co-chair

 of the U.S.-India CEO Forum.

Personal life

In 2011, Ratan Tata stated, "I came close to getting married four times and each time I backed off in fear or for one reason or another." Ratan Tata stated recently that he loved one girl in Los Angeles while working there. As his family member was ill, so he had to return to India but the parents of the girl didn't allow her to come to India with Tata. So, Tata stood by his commitment and never married.

In popular culture

Mega Icons (2018-2020), an Indian documentary television series on National Geographic about prominent Indian personalities, dedicated an episode to Ratan Tata's contributions. He has also appeared Rendevouz with Simi Garewal an informal chat show hosted by Indian actress Simi Garewal.

Early life

Ratan Tata was born in Bombay, now Mumbai, on 28 December 1937,^[7] and is the son of Naval Tata (born in Surat). His biological maternal grandmother had been the sister of Hirabai Tata, wife of group founder Jamsetji Tata. His biological grandfather, Hormusji Tata, had belonged to the broader Tata family; Ratan therefore was a Tata by birth. Parents Naval and Sonoo separated in 1948 when Ratan was 10, and he was subsequently raised by the widow of Sir Ratanji Tata, his grandmother, Navajbai Tata, who formally adopted him through the J. N. Petit Parsi Orphanage. He has a half-brother, Noel Tata (from Naval Tata's second marriage with Simone Tata), with whom he was raised. His first language is Gujarati.

Promoted to management during the 1970s, Ratan achieved initial success by turning Group company National Radio and Electronics (NELCO) around, only to see it collapse during an economic slowdown. 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. Under his stewardship, overlapping operations in group companies were streamlined into a synergised whole, with the salt-to-software group exiting unrelated businesses to take on globalisation.

the life of successful man ............