From disbursing Rs 25.11 crore to political parties in 2014-2015, the Tata group is learnt to have contributed Rs about Rs 600 crore towards the 2019 Lok Sabha election.
Anand Dalvi and Akhtyar Khano suffered serious burns and were taken to St George Hospital, police said.
Among the businesses that need consolidation are retail and defence
Of the six chairmen that Tata group has had in its 148 years, the longest serving was Jehangir Ratanji Dadabhoy
When 'humiliated' Tata did 'favour' to Ford with JLR buyout!
Every move that strengthens Cyrus Mistry's position in companies like Indian Hotels could prolong the uncertainty.
Tata Sons has moved the Supreme Court against an estimated Rs 300-crore (Rs 3-billion) sales tax demand from the Maharashtra state government.
The Tata empire turns 150 this year. R Gopalakrishnan, former director, Tata Sons Ltd, imagines a conversation among the group's founder Jamsetji, his son Dorabji, his successor, Nowroji Saklatwala, and his successor, J R D Tata.
With a net worth of $12.6 billion, Mistry is well known for constructing some of Mumbai's landmarks such as the Reserve Bank of India headquarters, The Taj Mahal Palace and Towers, and the Oberoi Hotels
State Bank of India partnered GE Capital in 1998 for its credit card business.
Dell emerges the most attractive among technology players.
Industry watchers attribute a lot of the current successes of the $6 billion Hero Group to how B M Munjal planned and executed succession in HeroCorp, balancing the interests of other family-owned businesses.
Cyrus Mistry, who was replaced as chairman of Tata Sons last Monday, October 24, still serves as the chairman of Tata Steel, Tata Motors, Tata Consultancy Services, Indian Hotels, Tata Global Beverages, Tata Chemicals, Tata Industries and Tata Teleservices.
Refusing to be drawn into a point by point clarification of Mistry's letter, the company said: "It will be beneath the dignity of Tata Sons to engage in a public spat with regard to the several unfounded allegations appearing in his leaked confidential statement."
There was virtually no incremental equity investment by Tata Sons during Mistry's first two years
Tata Steel and Tata Chemicals under investor watch
In 2006-07, TCS had employed 7,000 people in the eastern states.
Dhirubhai Ambani lived in a one-room chawl in Mumbai with his wife and children and went on to establish the Reliance Group.
'The Tata group will need for its new leader to show the same foresight and willingness to go against conventional wisdom at times to keep the group's aspirations high and uphold the values of innovation, ethics, corporate responsibility, trust and leadership that are frequently associated with the Tata name.'
Russi Mody could cut across hierarchy to communicate what he wanted.
About time the Tata companies that are owned by the public are freed from the clutches of Tata Sons, says Sudhir Bisht.
None of the top five start-ups launched by IITians - Flipkart, Zomato, Ola Cabs, Housing.com and Inmobi - were incubated at IITs
Can we make high speed 4G Internet available at 10 cents per GB, and make all voice calls free of cost -- that too in a large and diverse country like India? Can we make high-quality but simple breast cancer screening available to every woman, that too at the extremely affordable cost of $1 per scan? Can we make a portable, high-tech ECG machine which can provide reports immediately and that too at the cost of 8 cents a test? Can we make an eye imaging device that is portable, non-invasive and costs 3 times less that conventional devices? Can we make a robust test for mosquito-borne dengue, which can detect the disease on day 1, and that too at the cost of $2 per test? Amazingly, says Dr R A Mashelkar, the eminent scientist, all this has been achieved in India, not only by using technological innovation but also non-technological innovation.
Here's a look at how key Tata group companies fared under Cyrus Mistry's stewardship.
Deep down, Katragadda is still that boy who makes as well as sells soap
Ratan Tata was the first one to realise that Indian companies had become a prisoner to tradition and needed to radically innovate.
Many say Tata Motors has perhaps paid the price for being too ambitious.
TCS still ace in the pack
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