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Your excellency, the governor, the honorable minister, chief secretary,
Your excellency, the governor, the honorable minister, chief secretary,
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I enabled an artificial eye to be created, or I enabled x or y or z to happen.That to be even if it were not
I enabled an artificial eye to be created, or I enabled x or y or z to happen.That to be even if it were not
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Having taken Jaguar by by circumstance,
Having taken Jaguar by by circumstance,
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we were pleasantly surprised to see that it was a company that had embedded in it enormous capability and talent,
we were pleasantly surprised to see that it was a company that had embedded in it enormous capability and talent,
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which Ford and in the previous managements to Ford had never allowed the management to
which Ford and in the previous managements to Ford had never allowed the management to
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to really express itself in terms of new product, in terms of direction, etcetera. And
to really express itself in terms of new product, in terms of direction, etcetera. And
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all we did was allow or make a statement to the management and the workers that
all we did was allow or make a statement to the management and the workers that
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they could make their own destiny. We were there to support them or or to or to guide them, but we would not dictate to them what they should do.
they could make their own destiny. We were there to support them or or to or to guide them, but we would not dictate to them what they should do.
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And together, they have, in fact, fulfill that objective quite
And together, they have, in fact, fulfill that objective quite
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quite admirably, as things stand. The sales are up 40 odd percent from what they were when we took them over.
quite admirably, as things stand. The sales are up 40 odd percent from what they were when we took them over.
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And, we're we're very proud of what they've been able to do. I think,
And, we're we're very proud of what they've been able to do. I think,
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this is, if you've studied the case, there's been a real mixture of good and bad that has happened.More or less anything
this is, if you've studied the case, there's been a real mixture of good and bad that has happened.More or less anything
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financially the most successful, what it brings to the world would be exciting to a person like me.
financially the most successful, what it brings to the world would be exciting to a person like me.
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that could be a problem has taken place in in this product.
that could be a problem has taken place in in this product.
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I'd say the success has been that we were able to develop a car at the kind of price line that we
I'd say the success has been that we were able to develop a car at the kind of price line that we
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set ourselves, and that we were able to
set ourselves, and that we were able to
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to put into the market a car that did everything we promised it would. What we also learned
to put into the market a car that did everything we promised it would. What we also learned
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was, that we should, part of it was unfortunate. We never could never have visualized that we would have
was, that we should, part of it was unfortunate. We never could never have visualized that we would have
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one lady politician who could bring the whole factory to a halt,
one lady politician who could bring the whole factory to a halt,
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And we never we never been you wouldn't been you wouldn't believe the kind of opposition we had from this one person.
And we never we never been you wouldn't been you wouldn't believe the kind of opposition we had from this one person.
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We had dead bodies thrown on the site. We had shootings. We had,
We had dead bodies thrown on the site. We had shootings. We had,
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women who came and broke walls, stole material.
women who came and broke walls, stole material.
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Most of what happened were she mobilized the women in the in the area.
Most of what happened were she mobilized the women in the in the area.
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Well, I I think first of all, you have to accept that you're going to have, a choice of, let's say, 10 companies of which 8 are going to fail.
Well, I I think first of all, you have to accept that you're going to have, a choice of, let's say, 10 companies of which 8 are going to fail.
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We marketed the the lessons we've learned is that we marketed the car wrongly.We we just
We marketed the the lessons we've learned is that we marketed the car wrongly.We we just
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put it out as an as a standard car. We needed to fulfill what we had set out to do. Namely, that we gave affordable transport to
put it out as an as a standard car. We needed to fulfill what we had set out to do. Namely, that we gave affordable transport to
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families who rode on 2 wheelers out in the open.
families who rode on 2 wheelers out in the open.
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We marketed as the cheapest car because the marketing people thought that would be its greatest attribute and turned out to be its greatest negative.
We marketed as the cheapest car because the marketing people thought that would be its greatest attribute and turned out to be its greatest negative.
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People didn't want to be seen in the cheapest car. And we no. It's true. And we could not have recognized
People didn't want to be seen in the cheapest car. And we no. It's true. And we could not have recognized
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that we were putting out something that would become a negative. And it should have been that we were putting out the car with
that we were putting out something that would become a negative. And it should have been that we were putting out the car with
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the best value for money. So we did several things that were wrong, but the lessons we learned is that the 1 year we lost
the best value for money. So we did several things that were wrong, but the lessons we learned is that the 1 year we lost
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from the time we decided to move out to West Bengal to the time we established a new facility,
from the time we decided to move out to West Bengal to the time we established a new facility,
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was also a period of time where the considerable interest was lost in the hype that we had created at the time of the launch.
was also a period of time where the considerable interest was lost in the hype that we had created at the time of the launch.
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So they dissipated, And we didn't do enough to recreate that when we relaunched the product from its new location.
So they dissipated, And we didn't do enough to recreate that when we relaunched the product from its new location.
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And they failed for lack of investment. They may fail for, mistaken element, but that they're not going to be highly successful.
And they failed for lack of investment. They may fail for, mistaken element, but that they're not going to be highly successful.
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I don't know that we have learned very much. I've I've been somewhat
I don't know that we have learned very much. I've I've been somewhat
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personally involved with what's happened in the US, because
personally involved with what's happened in the US, because
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I've been a a board member of Fiat, which undertook to take over Chrysler. And so I've I've seen what
I've been a a board member of Fiat, which undertook to take over Chrysler. And so I've I've seen what
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what has been happening there.
what has been happening there.
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I think the the US, like like the rest of the western world,
I think the the US, like like the rest of the western world,
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saw a downturn in the car industry as a great barometer of the economic situation. And and
saw a downturn in the car industry as a great barometer of the economic situation. And and
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what the market needs at that time is is the excitement of new new products. And
what the market needs at that time is is the excitement of new new products. And
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most car companies, quite understandably, cut back on that,
most car companies, quite understandably, cut back on that,
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which makes, it a sort of dud industry at that time. I'm
which makes, it a sort of dud industry at that time. I'm
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staying away from the issue of forced bankruptcy and the other steps that were taken.
staying away from the issue of forced bankruptcy and the other steps that were taken.
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And that's not going to turn you away from looking at enterprises, that you're going to continue the quest to do so because two or three out of ten are going to succeed.
And that's not going to turn you away from looking at enterprises, that you're going to continue the quest to do so because two or three out of ten are going to succeed.
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And when companies went through this and and
And when companies went through this and and
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restructured themselves, they put out each one of them took steps to reintroduce products in the market
restructured themselves, they put out each one of them took steps to reintroduce products in the market
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in in greater force than they had done before. And I think that has a lot to do with the excitement that the market is has created.
in in greater force than they had done before. And I think that has a lot to do with the excitement that the market is has created.
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Not to speak of cutting costs and all the other things that that happened. But they, by themselves, would not have created the excitement of,
Not to speak of cutting costs and all the other things that that happened. But they, by themselves, would not have created the excitement of,
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resurrection of of the car industry as it as it has been.
resurrection of of the car industry as it as it has been.
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I think that's a lesson that also happened in Jaguar and Land Rover. When we accelerated the new products, we found
I think that's a lesson that also happened in Jaguar and Land Rover. When we accelerated the new products, we found
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the market for them was there. It not having them may have saved cost, but certainly didn't do anything to increse ,
the market for them was there. It not having them may have saved cost, but certainly didn't do anything to increse ,
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well, first of all, let let me just say that whatever we may be going through at the present moment, which
well, first of all, let let me just say that whatever we may be going through at the present moment, which
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is somewhat disappointing compared to the growth rate we've had in the past 7, 8 years.
is somewhat disappointing compared to the growth rate we've had in the past 7, 8 years.
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India is a country with enormous opportunity, untapped to a great extent.
India is a country with enormous opportunity, untapped to a great extent.
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Or you're going to you hope that your vision enable them to succeed.
Or you're going to you hope that your vision enable them to succeed.
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A Billion plus people, a young population, 40% under the age of 25.
A Billion plus people, a young population, 40% under the age of 25.
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A, enormous
A, enormous
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natural resource capability. So the opportunities that are there are quite phenomenal.
natural resource capability. So the opportunities that are there are quite phenomenal.
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What we really need is a set of government policies that really allowed this to be to be, fulfilled.
What we really need is a set of government policies that really allowed this to be to be, fulfilled.
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And an attraction to to investment from outside because we
And an attraction to to investment from outside because we
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one of the greatest shortfalls India has is the lack of infrastructure.
one of the greatest shortfalls India has is the lack of infrastructure.
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And I don't believe that we can fund that infrastructure development ourselves. We need to
And I don't believe that we can fund that infrastructure development ourselves. We need to
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have investment from outside. And either we have, a hangover from,
have investment from outside. And either we have, a hangover from,
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again, colonial days that we don't want our industry to be owned by
again, colonial days that we don't want our industry to be owned by
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external, entities, or we have chosen to make it very difficult for that to happen.
external, entities, or we have chosen to make it very difficult for that to happen.
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There's no pro form a that tells you that if you go down this checklist, that you're going to be, backing a winning company.
There's no pro form a that tells you that if you go down this checklist, that you're going to be, backing a winning company.
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But if we were to ease up on that view, I think the
But if we were to ease up on that view, I think the
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opportunity in India in infrastructure, in industrial growth, in products
opportunity in India in infrastructure, in industrial growth, in products
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would be would be quite enormous. The, the demand is there. The consumers are there.
would be would be quite enormous. The, the demand is there. The consumers are there.
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The products aren't there today.You know, I think,
The products aren't there today.You know, I think,
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conglomerates went out of fashion in the US in the seventies,
conglomerates went out of fashion in the US in the seventies,
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and got broken up into different entities and don't exist in the manner that they did before.
and got broken up into different entities and don't exist in the manner that they did before.
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But conglomerates continue to exist in Japan, in Korea, and Indian, by virtue of the fact that
But conglomerates continue to exist in Japan, in Korea, and Indian, by virtue of the fact that
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each one is run as I tried to explain with that we have done them, reasonably autonomous,
each one is run as I tried to explain with that we have done them, reasonably autonomous,
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reasonably independent, but within the framework of a holding company, which which we and others have had.
reasonably independent, but within the framework of a holding company, which which we and others have had.
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And today, in a manner of speaking, even a company like GE is in in diverse businesses, wholly owned.
And today, in a manner of speaking, even a company like GE is in in diverse businesses, wholly owned.
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One may be in health care. one may be in life science. You may have 4 or 5 in in electronics. You can have unbelievable,
One may be in health care. one may be in life science. You may have 4 or 5 in in electronics. You can have unbelievable,
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Ours is not wholly owned. We have we're just a major shareholder in in companies.So
Ours is not wholly owned. We have we're just a major shareholder in in companies.So
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So each company runs fairly much like a stand alone company, but as a parent company
So each company runs fairly much like a stand alone company, but as a parent company
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to which it to which it turns in its particular sector.
to which it to which it turns in its particular sector.
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So it's a little different from the traditional conglomerate that the US has been used to,
So it's a little different from the traditional conglomerate that the US has been used to,
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but it's quite sustainable in in my view. And,
but it's quite sustainable in in my view. And,
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it's only the I know I'm going to step on or say something out of line, but it's only the
it's only the I know I'm going to step on or say something out of line, but it's only the
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the financial sector that wants you to unlock value constantly.
the financial sector that wants you to unlock value constantly.
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That is trying to entice managers to break up their companies so that they can
That is trying to entice managers to break up their companies so that they can
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they can have value. But they can exist in this manner.
they can have value. But they can exist in this manner.
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And, you know, some of the advantages are, of course, that you
And, you know, some of the advantages are, of course, that you
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connections between, let's say, electronics and life sciences or nanotechnology or, these are actually
connections between, let's say, electronics and life sciences or nanotechnology or, these are actually
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in our case, for example, we we
in our case, for example, we we
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do not consolidate the group. There is no consolidation of our finances. There's no Tata Sons or Tata Group.
do not consolidate the group. There is no consolidation of our finances. There's no Tata Sons or Tata Group.
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That's a disadvantage because the 100 BILLION I talked about is
That's a disadvantage because the 100 BILLION I talked about is
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is an aggregation of our revenues and not a stated figure.
is an aggregation of our revenues and not a stated figure.
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The, the advantages are that you have a
The, the advantages are that you have a
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sum of money at at the parent company that you can move to different companies as you as you need them.
sum of money at at the parent company that you can move to different companies as you as you need them.
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And, so you bump back and forth from being,
And, so you bump back and forth from being,
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seeming a virtual monolith to a a group of
seeming a virtual monolith to a a group of
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loosely loosely held companies, back and forth as the case might be.
loosely loosely held companies, back and forth as the case might be.
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We've we've seen we've seen no major disadvantage in in
We've we've seen we've seen no major disadvantage in in
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End of preview. Expand in Data Studio

This dataset consists of audio samples and metadata for a voice cloning task, particularly designed for the TTS (Text-to-Speech) system. The dataset has been pre-processed and includes high-quality audio files featuring the voice of Ratan Tata in English. Dataset Information

License: OpenRAIL (Open Responsible AI License)
Total Dataset Duration: 2880.55 seconds (approx. 48 minutes)
Minimum Audio Length: 3.65 seconds
Maximum Audio Length: 11.77 seconds
Average Audio Length: Varies, with an average around 7 seconds per clip.

Audio Format

Audio Channels: Mono (1 channel)
Sample Rate: 16 kHz
Precision: 16-bit
Audio Encoding: 16-bit Signed Integer PCM
Typical Bit Rate: 256 kbps

Example of an audio file specification (using SoX tool):

Input File : 'converted_ratan_tata_tts_1.wav' Channels : 1 Sample Rate : 16000 Precision : 16-bit Duration : 00:00:07.10 (approx. 7 seconds) File Size : 227 KB Bit Rate : 256 kbps Sample Encoding: 16-bit Signed Integer PCM

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