Tatas m-cap: Double under Cyrus Mistry; 57-times under Ratan Tata

Tata Group currently commands a listed market capitalisation of over $125 billion (close to Rs 8.5 lakh crore).

Tatas m-cap: Double under Cyrus Mistry; 57-times under Ratan Tata
NEW DELHI: The combined market valuation of all listed companies of Tata Group almost doubled during the four-year tenure of outgoing chief Cyrus Mistry, but the growth was nearly 57-times under his predecessor Ratan Tata who has returned at the helms for now.

Tata Group currently commands a listed market capitalisation of over $125 billion (close to Rs 8.5 lakh crore), with the software giant TCS alone commanding a market value of nearly Rs 4.8 lakh crore.

This marks a sharp rise from a market capitalisation of nearly Rs 4.6 lakh crore in December 2012 when Mistry took over from Ratan Tata as Chairman of Tata Sons Ltd, the main holding company of salt-to-software conglomerate.

Also Read: Analysts expect knee-jerk reaction to Mistry's ouster on Tata stock counters

Tata, who was today made interim Chairman of Tata Sons after Mistry was removed from the post he held for less than four years, had earlier headed the group for 21 years, during which the group's market cap rose from less than Rs 8,000 crore in 1991 to over Rs 4.62 lakh crore in December 2012.

Tata Group is the country's most valuable group and has an estimated 4.1 million shareholders across its various listed companies.
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Individually, TCS is the country's most valuable company and has been the biggest contributor to the group's valuation.

It was the listing of TCS on August 25, 2004, when the total listed market capitalisation of the group crossed Rs 1 lakh crore mark and the group acquired the distinction of having the highest market capitalisation among all business houses in the country, both in the public and private sectors.

When Ratan Tata took over the charge way back in 1991, the total market cap of the group was less than Rs 8,000 crore and Tata Steel was most valued among its 18 listed companies at that time.

In a surprise move, Tata Sons today announced its board has replaced Cyrus Mistry as Chairman of Tata Sons.

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In a brief statement, the group said Ratan Tata has been appointed interim chairman of Tata Sons and the board has constituted a Selection Committee to choose a new Chairman.

The committee comprises Ratan Tata, Venu Srinivasan, Amit Chandra, Ronen Sen and Lord Kumar Bhattacharyya and has been mandated to complete the selection process in four months.
Was Tata Sons unhappy with Cyrus Mistry's performance?
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Text: Economictimes.com

Tata Sons on Monday announced that its Board has replaced Cyrus P Mistry as Chairman of Tata Sons at a meeting held in Mumbai. An insider said, there was an inherent bureaucracy in the system that has gone unchallenged for years.

While Mistry, who would have completed four years at the helm in December, or any others from the group is yet to give out a reason behind this sudden decision, here are our guesses.
Text: Economictimes.com Tata Sons on Monday announced that its Board has replaced Cyrus P Mistry as Chairman of Tata Sons at a meeting held in Mumbai. An insider said, there was an inherent bureaucr..
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In August 2016, when shareholders of Tata Motors complained that the dividend of 20 paisa a share was piddly, Mistry justified the move. "We have raised capital from all of you last year. We are now employing that capital in new products. I think the journey is going to be long and not for the faint hearted."
In August 2016, when shareholders of Tata Motors complained that the dividend of 20 paisa a share was piddly, Mistry justified the move. "We have raised capital from all of you last year. We are now ..
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Much of Tata’s problems is owing to its elephantine structure. Cross-ownership of companies — Tata Sons owns stakes in businesses like Tata Motors or Tata Steel and these businesses own stakes in each other — has made it difficult for the group to make the most of its identity as a diversified conglomerate. An insider said, "There is an inherent bureaucracy in the system that has gone unchallenged for years."
Much of Tata’s problems is owing to its elephantine structure. Cross-ownership of companies — Tata Sons owns stakes in businesses like Tata Motors or Tata Steel and these businesses own stakes in eac..
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Tata watchers said the group is so infatuated with a long-term vision that it has shied away from recalibrating strategy in key businesses.

It has even shown a strange reluctance to focus on the growing Indian market; the international market still accounts for two-third of overall revenues at $70 billion. The performance of the group, nearly four years into Mistry’s reign as Tata boss, has largely been listless. The head of a top investment fund says Mistry has a very tough job.
Tata watchers said the group is so infatuated with a long-term vision that it has shied away from recalibrating strategy in key businesses. It has even shown a strange reluctance to focus on the gro..
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Mistry pressed companies to focus on improving the efficiency of boards, pushing for a performance-oriented culture. He created parallel teams and structures with the freedom to challenge and break hierarchical structures, according to Tata insiders.

He has shone a light on critical requirements like going digital and being agile, and has clearly placed his finger on the right issues, stressing sustainable, profitable growth."
Mistry pressed companies to focus on improving the efficiency of boards, pushing for a performance-oriented culture. He created parallel teams and structures with the freedom to challenge and break h..
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By 2025, Mistry wanted the group to be in the top 25 globally by market capitalisation and he wants the conglomerate to reach out to 25% of the global population, but he he did not lay out a detailed strategy.

Even the in-house interview offered few cues. To confront the challenging situations would ultimately "entail hard decisions on pruning the portfolio", according to Mistry.
By 2025, Mistry wanted the group to be in the top 25 globally by market capitalisation and he wants the conglomerate to reach out to 25% of the global population, but he he did not lay out a detailed..
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Mistry had spent the first three years understanding the sprawling Tata empire and its complexities. Half a dozen Tata insiders say he has been building knowledge about specific domains to ask the right questions and understanding geopolitics, technology and societal issues.

Mistry often attended classrooms that have professors and academicians sharing knowledge. He recently attended a digital marketing session addressed by Facebook executives and conducted by Harvard University.
Mistry had spent the first three years understanding the sprawling Tata empire and its complexities. Half a dozen Tata insiders say he has been building knowledge about specific domains to ask the ri..
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Tata insiders say Mistry is a workaholic who is in office even on weekends. Many of them receive his emails late into the night. On a Parsi holiday a month back, ET caught Mistry walking out of Bombay House, the Tata headquarters, talking animatedly with CEO Guenter Butschek.
Tata insiders say Mistry is a workaholic who is in office even on weekends. Many of them receive his emails late into the night. On a Parsi holiday a month back, ET caught Mistry walking out of Bomba..
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What Mistry has not done in earnest yet, according to investments fund managers, is reinvigorate the leadership in various businesses.

A top investment fund CEO criticised the delay in appointing a CEO for Tata Motors after Karl Slym’s death in 2014. "Why could not the group have deployed a smart leader like Chandra (TCS boss N Chandrasekaran)? The group has to create a strong leadership pipeline."
What Mistry has not done in earnest yet, according to investments fund managers, is reinvigorate the leadership in various businesses. A top investment fund CEO criticised the delay in appointing a ..
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