Tata vs Tata? Inside the Power Struggle Shaking India’s Most Trusted Conglomerate

For more than a century, the Tata Group has been synonymous with stability, trust, and ethical capitalism - a name that has stood above the usual churn of corporate India. But today, the $180 billion empire finds itself confronting a rare and uncomfortable reality: a battle within its own house.

At the centre of this quiet storm lies Tata Trusts, the powerful charitable body that controls 66% of Tata Sons, the holding company of the group. What was once seen as a bastion of selfless stewardship has become the stage for a deeply personal power struggle - one that could redefine the future of India's largest conglomerate.

A Rift After Ratan

The crisis has unfolded less than a year after the passing of Ratan Tata in October 2024 - a moment that left an irreplaceable vacuum at the top. Into that space stepped Noel Tata, Ratan's half-brother, chosen to lead the Trusts and continue the Tata legacy of measured leadership and moral clarity. But his ascent has not gone uncontested.

Across the long table at Bombay House, a rival faction led by Mehli Mistry, a close associate of the Shapoorji Pallonji family (the second-largest shareholder in Tata Sons), has begun pushing back - questioning decisions and demanding a larger voice in key appointments.

The September Showdown

The simmering tension reached its breaking point on September 11, when the trustees gathered to discuss the reappointment of Vijay Singh, the 77-year-old former Defence Secretary and one of Tata Sons' longest-serving directors.

Noel Tata, backed by Venu Srinivasan of the TVS Group, supported Singh's continuation. Mehli Mistry's bloc, however, opposed it - arguing that the board needed "fresh perspectives." The motion was voted down.

Then came a counterproposal: nominating Mistry himself to the Tata Sons board. The idea was swiftly blocked by Noel and Srinivasan, triggering a rare open standoff. Within days, Singh resigned voluntarily, underscoring the paralysis gripping the Trusts' leadership.

Governance at Stake

The disagreement may appear procedural, but insiders say it cuts to the heart of how the Tata empire governs itself. The Trusts, set up more than a century ago as philanthropic institutions, were designed to insulate the group from personal ambitions and market turbulence.

Today, they are wrestling with precisely those challenges.
"Succession is always the hardest phase for institutions that run on legacy," says a senior executive familiar with the situation. "The question is no longer who sits on the board, but who controls the moral compass of the Tata Group."

A Larger Battle Looms

The timing of the infighting couldn't be more delicate. The group is simultaneously expanding into semiconductors, electric vehicles, and artificial intelligence, while also rebuilding Air India and consolidating its global automotive presence.

At a moment when the Tata brand is once again at the forefront of India's global ambitions, the uncertainty within Tata Trusts threatens to cast a long shadow.

For now, Noel Tata remains at the helm, supported by those who believe in continuity and the Tata legacy of restraint. But the emergence of a divided board suggests that the group's next great challenge won't come from competitors or markets - it will come from within.