Jrd Quotes

Live Life a little dangerously

I do not want India to be an economic superpower. I want India to be a happy country.

Never start with difference, Always start with confidence. When you work, work as if everything depends on you.

I cannot decide how much to borrow, what shares to issue, at what price, what wages and bonus to pay, and what dividend to give. I even need the government's permission for the salary I pay to a senior executive.

In 1902 before the site of the steel plant was even located, Jamsetji when abroad, described his dream city of steel to his son Dorab in a letter: ‘Be sure to lay wide streets planted with shady trees, every other of a quick-growing variety. Be sure that there is plenty of space for lawns and gardens. Reserve large areas for football, hockey and parks. Earmark areas for Hindu temples, Mohammedan mosques and Christian churches.’ Two decades after Jamsetji penned these lines, J.R.D. first visited Jamshedpur. The dream had come true. In the intervening years men of steel had raised a city out of a jungle.

people who have made India awesome aren’t all politicians. Most of the people that did this are not from the government. Whether it is entrepreneurs like J.R.D. Tata and N.R. Narayana Murthy, sportspersons like Sachin Tendulkar or musicians like A.R. Rahman, people from all walks of life have helped improve our nation. Not just celebrities, but E. Sreedharan, responsible for the Delhi Metro, and Dr Verghese Kurien, who created the Amul revolution, were all ordinary people doing their work extraordinarily well. Mahatma Gandhi and Swami Vivekananda, two of the most influential figures in India’s history, never held political office. Aim to be one of those people who made India awesome.

A couple of years before he passed away he told me more than once that he wanted to die abroad. ‘All chairmen of Tata Sons have died abroad,’ he would say. I did question J.R.D., ‘Even if they happened to die abroad, why do you want to do so?’ ‘If I die abroad,’ he said gently, ‘I will be no bother to people here.’ The well-known journalist, M.V. Kamath, wrote after J.R.D.’s death, ‘In his life what J.R.D. did was what any pilgrim might have wished to do: go always a little further beyond the last blue mountain, wishing to know what lay there.

When Operation Flood was sanctioned I knew that it was a massive and extremely complex operation and we would need all the help we could possibly get from all quarters. It was in this connection that, one day, I called on J.R.D. Tata, Chairman of one of India’s largest industrial houses, one known for its commitment to quality and for its patriotism. I met him and explained to him the entire concept behind Operation Flood. I told him that such an enormous task would be extremely difficult to pull off alone and I requested him to spare six managers from the house of Tatas for one year, to help us improve the nation’s dairy industry. I could pay them only public-sector salaries, but within that, I assured him, I would pay them the best that I could. At the end of that year, his managers would return to his company, far richer for their thorough understanding of cooperatives and of agriculture. I was confident that it would be an extremely valuable experience for his managers. J.R.D Tata listened to me very patiently and then told me that since this was not a decision he alone could take I would have to present it to the board. I agreed to do so and met the board and once again explained the intricacies of the entire project to the members. They, too, listened very politely, smiled and nodded. But that is as far as they were prepared to go. To this day, I do not know whose decision it was, but we were loaned not even a single manager from the Tata Group. After all, would it have so adversely impacted the Tatas if they had deputed six managers to the NDDB and that, too, for a brief period of one year? The incident left me with a bitter taste and justified my belief that, in the ultimate analysis, the corporate world and the cooperative world are distinctly different. I

No institute of science and technology can guarantee discoveries or inventions, and we cannot plan or command a work of genius at will. But do we give sufficient thought to the nurture of the young investigator, to providing the right atmosphere and conditions of work and full opportunity for development? It is these things that foster invention and discovery.

During Dorabji’s leadership, three hydroelectric power companies, two cement companies, a large edible oil and soap company, an insurance company and an airline were added to the Tata group. Dorabji’s role in building the Tata empire is often glossed over, perhaps because he was overshadowed by two particularly charismatic individuals—his predecessor Jamsetji and his successor JRD.

The New, New Thing 'Despite all the difficulties, all the frustrations, there is a joy in having done something as well as you could and better than others thought you could. ' J.R.D. TATA

interest in Vintcent’s proposal. Homi Mehta, however, directed Vintcent to approach the Tatas. Vintcent met JRD within a month of the latter getting his license. The two men hit it off instantly and India’s aviation industry was on the verge of take-off.

Ratan Tata speaks of JRD’s business ethics. One of India’s best known tax consultants, Dinesh Vyas, says that JRD never entered into a debate between ‘tax avoidance’ which was permissible and ‘tax evasion’ which was illegal; his sole motto was ‘tax compliance’. On one occasion a senior executive of a Tata company tried to save on taxes. Before putting up that case, the chairman of the company took him to JRD. Dinesh Vyas explained to JRD: ‘But Sir, it is not illegal.’ Softly JRD said: ‘Not illegal, yes. But is it right?’ Vyas says not in his decades of professional work had anyone ever asked him that question. Vyas later wrote in an article, ‘JRD would have been the most ardent supporter of the view expressed by Lord Denning: “The avoidance of tax may be lawful, but it is not yet a virtue.