I do not believe that a leader always has to stand first in line: Manasi Tata

Manasi Tata took over as the vice chairperson of Toyota Kirloskar Motors in January 2023, a few months after her illustrious father, Vikram Kirloskar, passed away suddenly. In the three years since, Toyota has steadily grown its market in the country and has now cemented its position as India’s fifth-largest automaker.

Fifth may not sound like much. But in India’s ultra-competitive automobile landscape, where the top five automakers account for as much as 88% of sales, a nearly 8% market share certainly looks like a dream. In fact, many European automakers are chasing a 2% market share in India, despite being in the Indian market for over two decades.

In FY26, the company sold as many as 366,896 vehicles, up almost 50% from 2024. In fact, in the two years between FY24 and FY26, Toyota is the fastest-growing carmaker in the top five, with Mahindra following at 43%. While Hyundai has seen degrowth, Tata Motors, the country’s largest automaker, and Maruti Suzuki have recorded only 11% and 3.5% growth, respectively, during this period.

In an interaction with Fortune India, Tata lists out her journey so far and what lies ahead.

You had to step into the role during a challenging period. How difficult was that to do?

My earliest memory of the company is when I was about 8 or 9 years old; that was when Qualis was launched. I remember the excitement at home, discussions about the car every evening over dinner, and visiting the factory in Bidadi, Bangalore. It wasn't clear if this car would be successful because most people were worried about its aesthetics. But the car sold, and it sold so well.

I began working at TKM post-college, but as my role changed overnight to Vice Chairman, I felt the pressure I didn't expect to experience so soon. I didn't get enough time with my father to help me understand all the quiet nuances of the system. Apart from missing him deeply on a personal level, getting back to the company with this new position demanded more than anything else that I accelerate to a level of experience and accountability that would otherwise have required more time.

Taking all of it into account, I am humbled and grateful to be in this position and enjoy all the ups and downs that come with it.

How were the early days in the new role, and what did you focus on?

The challenge was the immediacy of the position at a very unexpected time. I knew the sudden change would be very difficult for everyone. They were used to working with my father, who built the company from the ground up and created strong relationships with everyone. 

I decided to first focus on building trust and learning, and to be open to seeking help when required. The journey so far has been very fulfilling because our Japanese partners have been extremely supportive and understanding. At a time of great difficulty, Toyota has taught me the true meaning of "Partnership".

How do you define your leadership style?

I have a BFA (Bachelor of Fine Arts) in Painting, which more than anything else has helped me view situations objectively and find ways of analysing conditions without emotional interference. This, I think, is a very useful skill to have, especially when one has been raised in a family business environment, where the lines between business and personal life are blurred.

I prefer to lead quietly, to allow those who are domain experts to take the lead in certain situations.

I do not believe that a leader always has to stand first in line. To me, a leader has the confidence and the humility to take second position when required. Always putting the company first and making the decision to allow someone else to lead, when required, for the benefit of the company and all of its employees.  This is the only way to carry forward a legacy successfully.

With Toyota cementing its operations in India, how do you see the potential for manufacturing in India? And how is Toyota working around it?

My father left behind a tremendous legacy. He firmly believed in the vision of 'Grow India – Grow with India,’ which embodies the spirit of building a strong local ecosystem with a globally competitive supplier base, thereby further cementing India’s position as a world-class manufacturing hub.

Our commitment extends beyond manufacturing vehicles—we are investing in people, technology, local suppliers, skill development, and sustainable manufacturing ecosystems. We continue to work closely with our partners to enhance local value creation while maintaining global standards of quality, safety, and environmental responsibility.

As India's mobility needs continue to evolve, our focus is on building manufacturing capabilities that are globally competitive, future-ready, and capable of delivering value for customers, society, and the nation's economic aspirations. One such initiative is the manufacturing of e-drives at Toyota Kirloskar Auto Parts (TKAP), which are used for both domestic and export markets. TKAP is the first plant in Asia outside Japan to manufacture these e-drives, with an annual capacity of 135,000 units, making it the best-case point of India’s emergence as a global manufacturing hub, which is of strategic importance.

This is further fortified by our series of recent investments in Karnataka and Maharashtra, further reinforcing our contribution to the nation’s priorities while realising the dream of “Viksit Bharat” (Developed India).

Lastly, where do you see Toyota growing in the coming years?

Building on a strong foundation of developing a highly skilled workforce. By building a globally competitive local supplier ecosystem and committing to a greener tomorrow, we will continue to grow as an organization that creates value for customers, society, and the nation.

As we expand our manufacturing footprint, we will continue to create opportunities for employment, skill development and economic growth, while bringing together diverse talent and perspectives to drive innovation and long-term success. At the same time, we are committed to expanding our export potential and contributing to India’s emergence as a leading manufacturing hub for the world.

Sustainability will remain central to our growth journey. Guided by Toyota’s Environmental Challenge 2050, we will continue to advance renewable energy adoption and sustainable manufacturing practices across our operations and value chain.