Upload
merchantraza14
View
98
Download
0
Tags:
Embed Size (px)
DESCRIPTION
KMB
Citation preview
UNIVERSITY OF MUMBAI
PROJECT ON
LEADERSHIP STRATERGIES OF KUMARMANGLAM BIRLA
MASTERS OF COMMERCE (BUSINESS MANAGEMENT)
SUBJECT: ORGANIZATIONAL BEHAVIOR
SEMESTER III 2013-14
IN PARTIAL FULFILLMENT OF THE REQUIREMENT UNDER SEMESTER BASED
CREDIT AND GRADING SYSTEM FOR POST GRADUATE (PG) PROGRAMME
UNDER FACULTY OF COMMERCE
SUBMTTED BY
ALI JAMAL
ROLL NO 24
PROJECT GUIDE
MS. SHAILASHREE.
K.P.B. HINDUJA COLLEGE OF COMMERCE 315 NEW CHARNI ROAD MUMBAI
400004
M.Com (BUSINESS MANAGEMENT)
3rd SEMESTER
LEADERSHIP STRATERGIES OF KUMAR MANGALAM BIRLA
SUBMITED BY
ALI JAMAL
ROLL NO: 24
CERTIFICATE
This is to certify Mr. ALI JAMAL of M.Com Business Management semester 3 rd 2013-2014 has
successfully completed the project on “LEADERSHIP STRATERGIES OF KUMAR MANGALAM
BIRLA”underthe guidance of Ms. Shailashree.
Project Guide _________________________
Course Coordinator _________________________
Internal Examiner _________________________
External Examiner _________________________
Principal _________________________
Date: ________
Place: Mumbai
DECLARATION
I Mr. ALI JAMAL the student of M.Com Business Management 3rd semester (2013-2014)
hereby declare that I have completed the project on “LEADERSHIP STRATERGIES OF
KUMARMANGLAM BIRLA”
The information submitted is true and original to the best of my knowledge.
ALI JAMAL
(Signature)
ACKNOWLEDGMENT
My sincere Thanks to Ms. Shailashree, K.P.B. Hinduja College of Commerce, Mumbai for her
valuable guidance and support at all time.
Also, I would like to thank and remember my family, friends & colleagues for their effort and
helping hand.
Every effort has been made to enhance the quality of work. However, I owe the sole
responsibility of the shortcoming, if any, in the study.
ALI JAMAL
Roll No : 24
M. Com - II Semester
TABLE OF CONTENT
Sr. No TOPIC PAGE
1 Introduction 1
2 Mission And Vision Statement 6
3 Business Continuity Plan 8
4 Corporate Social Responsibility 9
5 Leadership Strategies 10
6 Traits & Skills 15
7 Achievements of K.M Birla 22
8 Transformational Leader 28
9 Conclusion 31
10 Bibliography 33
INTRODUCTION
Mr. Kumar Mangalam Birla (46) is the Chairman of the US $40 billion
multinational Aditya Birla Group, which operates in 36 countries across six
continents. Over 50 per cent of its revenues flow from its operations outside
India.
Mr. Birla chairs the Boards of the major Group companies in India and
globally. The global companies include Novelis, Columbian Chemicals, Aditya
Birla Minerals, Aditya Birla Chemicals, Thai Carbon Black, Alexandria Carbon
Black, Domsjö Fabriker and Terrace Bay Pulp Mill, among others. In India, Mr.
Birla chairs the Boards of Hindalco, Grasim, Aditya Birla Nuvo, UltraTech,
Idea, Aditya Birla Financial Services and Aditya Birla Retail.
The Group's businesses are spread across a swath of industries. These
include aluminium, copper, cement, textiles (pulp, fibre, yarn, fabric and
branded apparel), carbon black, insulators, natural resources, power,
agribusiness, telecommunications, financial services, IT/ITeS, retail and
trading.
Business record
Mr. Birla took over as Chairman of the Group in 1995, at the age of 28, after
the untimely demise of his father. As Chairman, Mr. Birla has taken the
Aditya Birla Group to an altogether higher growth trajectory. In the 17 years
that he has been at the helm of the Group, he has accelerated growth, built
a meritocracy and enhanced stakeholder value.
In the process he has raised the Group's turnover from US $2 billion in 1995,
to US $40 billion today. Mr. Birla has restructured the businesses to emerge
as a global/national leader in the sectors in which the Group operates. He
has made 26 acquisitions in 17 years in India and globally, the highest by an
Indian multinational in India.
The acquisition of Novelis, a global metals major, in 2007, the second largest
acquisition ever by an Indian company, led to a new-found respect for Indian
companies and stoked a higher level of interest in the country as well.
Recently, the acquisition of Columbian Chemicals, a US-based company and
the world's third largest carbon black manufacturer positioned the Group as
the No. 1 player in this sector, given its own sizeable carbon black
operations. Likewise, the acquisition of Domsjö Fabriker, a leading Swedish
speciality pulp manufacturer enables the Group's Pulp and Fibre business to
further consolidate its global position.
Besides these, over the years Mr. Birla has acquired manufacturing plants in
Canada, China, Indonesia, plantations in Laos, and mines in Australia, set up
new plants in Egypt, Thailand and China. Alongside, he has expanded
capacities in all of the Group's manufacturing units.
In India as well, he has made major acquisitions, the most notable being the
Cement division of Larsen & Toubro, Indal from Alcan, Madura Garments
from Coats Viyella and the Chlor Alkali division of Kanoria Chemicals.
Under his stewardship, the Aditya Birla Group enjoys a position of leadership
in all the major sectors in which it operates. Over the years, Mr. Birla has
built a highly successful meritocratic organisation, anchored by an
extraordinary force of 136,000 employees belonging to 42 different
nationalities.
In key responsible positions on various regulatory bodies
Mr. Birla has held and continues to hold several key positions on various
regulatory and professional Boards. An erstwhile Director on the Central
Board of Directors of the Reserve Bank of India, he was also Chairman of the
Advisory Committee constituted by the Ministry of Company Affairs and
served on The Prime Minister of India's Advisory Council on Trade and
Industry.
As the Chairman of Securities and Exchange Board of India (SEBI) Committee
on Corporate Governance, he authored the First Report on Corporate
Governance titled "Report of the Kumar Mangalam Birla Committee on
Corporate Governance". Its recommendations were path breaking and
became the basis of corporate governance norms. Furthermore, as the
Convener of the Prime Minister's Task Force on Administrative and Legal
Simplifications, the extensive recommendations made by him in his report,
have been implemented in totality. Mr. Birla also served as Chairman of
SEBI's committee on Insider Trading, which formulated Corporate
Governance principles for Indian corporates.
He is on the National Council of the Confederation of Indian Industry and the
Apex Advisory Council of the Associated Chambers of Commerce and
Industry of India.
On the board of educational institutions
Mr. Birla is deeply engaged with educational institutions. He is the Chancellor
of the renowned Birla Institute of Technology & Science (BITS), with
campuses in Pilani, Goa, Hyderabad and Dubai.
He is a Director of the G. D. Birla Medical Research & Education Foundation.
He serves on the London Business School's Asia Pacific Advisory Board and is
a Honorary Fellow of the London Business School.
Accolades conferred on Mr. Birla
Mr. Birla has won recognition for his exemplary contribution to leadership
processes and institution/systems building. A selective list:
Forbes India Leadership Award – Flagship Award "Entrepreneur of the
Year, 2012"
'Ranked the 3rd Most Powerful CEO (2012)' in the Economic Times'
Corporate India's Definitive Power listing of 100 CEOs
The Degree of Doctor of Science (Honoris Causa) in recognition of his
role in "pioneering great Engineering products involving Multi-disciplinary
Engineering thought processes in the Country" by the Visvesvaraya
Technological University, Karnataka, 2012
NASSCOM's 'Global Business Leader Award', 2012
CNBC – TV18 India Business Leader Award 2012 for "Taking India
Abroad"
"GQ Business Leader of the Year Award - 2011" from Condé Nast India
Pvt. Ltd., an affiliate of Condé Nast Global
"CNN – IBN Indian of the Year 2010 – Business", "for being the most
outstanding business person and making a success out of most businesses
including the sunrise sector", 2010
The All India Management Association's (AIMA), Managing India Awards
"Business Leader of the Year", 2010
"The AIMA – JRD Tata Corporate Leadership Award", 2008
The Honorary Degree of Doctor of Science (Honoris causa) in
"recognition of his invaluable contribution in the field of Business
Administration" by the G. D. Pant University of Agriculture & Technology,
2008
"For the development of technology and also for the involvement in
the field of Industries in bringing the country at par with other countries in
the field of Industries", the SRM University in Tamil Nadu conferred the
Degree of Doctor of Literature, 2008
The Asia Pacific Global HR Excellence – "Exemplary Leader" Award,
2007
"The Global Indian Leader of the Year" by NDTV Profit in their Business
Leader Awards category, 2007
The Lakshmipat Singhania – IIM, Lucknow "National Leadership Award,
Business Leader", 2006
Represented India at the Ernst & Young World Entrepreneur Award in
Monte Carlo, Monaco in June 2006, where he was inducted as a "Member of
the Ernst & Young World Entrepreneur of the Year Academy"
"The Ernst & Young Entrepreneur of the Year" Award, 2005
"Young Super Performer in the CEO Category" by Business Today, 2005
Chosen by the World Economic Forum (Davos) as one of the "Young
Global Leaders", 2004
"The D. Litt (honoris Causa) Degree" by The Banaras Hindu University,
2004
"Honorary Fellowship" by the All India Management Association, 2004
"The Business Leader of the Year", The Economic Times Awards for
Corporate Excellence 2002-2003
"Business Man of the Year-2003" by Business India
The Rajiv Gandhi Award for "Business Excellence and his contribution
to the country" by the Mumbai Pradesh Youth Congress, 2001
The National HRD Network, "The Outstanding Business Man of the
Year", 2001
The Institute of Directors' "Golden Peacock National Award for Business
Leadership", 2001
Hindustan Times', "The Businessman of the Year", 2001
The Bombay Management Association – "The Management Man of the
Year 1999-2000"
"Among the 10 super Stars of Corporate Finance" – Global Finance,
1998
"Among the top 10 of India's most admired and respected CEOs and
the top CEO of the coming millennium", Business World, 1998
Beyond business: Reaching out to the marginalised sections of the
society
A firm practitioner of the trusteeship concept, Mr. Birla has institutionalised
the concept of caring and giving at the Aditya Birla Group. With his mandate,
the Group is involved in meaningful welfare driven activities that distinctively
impact the quality of life of the weaker sections of society, touching
hundreds of villages that are among the poorest in India, Thailand,
Indonesia, Philippines and Egypt.
In India, the Group is engaged in 3,000 villages, reaching out to seven million
people annually and making a difference to their lives through meticulously
conceived projects focusing on health care, education, sustainable livelihood,
infrastructure and social causes. For instance, the Group runs 42 schools
which provide quality education to 45,000 children. Of these, over 18,000
children receive free education. Additionally, over a 100,000 youngsters
benefit from bridge educational programmes and vocational training. Its 18
hospitals tend to more than a million villagers. In line with the commitment
to sustainable development, a partnership has been formed with the
Columbia University in establishing the Columbia Global Centre's Earth
Institute in Mumbai. To embed CSR as a way of life in organisations, the FICCI
– Aditya Birla CSR Centre for Excellence was set up in Delhi.
Kumar Mangalam Birla is an Indian industrialist and the Chairman of the Aditya Birla Group,
one of the largest conglomerate corporations in India. The groups is India's third largest business
house. He is also the Chancellor of the Birla Institute of Technology & Science
Early life and education
Kumar Mangalam Birla is a fourth generation member of the Birla family from the state of
Rajasthan. He spent his childhood in Kolkata andMumbai.He has BCom degree from University
of Bombay&CA(Chartered Accountant)(India)from ICAI&MBA from University of
London;London;UK,where he is also an Honorary Fellow
Career
Kumar Mangalam Birla took over as Chairman of the Aditya Birla Group in 1995, at the young
age of 28, after sudden death of his father, Aditya Birla, after whom the group is named. Many
doubts were raised about his ability to lead the group with varied interests in textile and
garments, cement, aluminum,fertilizers etc. but KM Birla not only proved his skeptics wrong,
but also has grown to become one of the most respected industrialists in the country. Under his
leadership the Aditya Birla group has expanded to Telecom, Software, BPO and other areas
while consolidating its position in existing businesses.
When Kumar Manglam Birla took over the reins of the group in 1995, the turnover was only $2
bn and overseas operations accounted for a very small part of the overall business with Egypt,
Thailand and Indonesia being major centers. Under KM Birla's strong leadership the group's
turnover has spiraled to $33bn and it has expanded operations to more than 40 countries
including Australia, Dubai, and reaching out to North America, Canada, Brazil, Germany, Italy,
Spain, Hungary and China. 60 percent of the group's revenues now come from abroad and
130,000 people are being hired globally for their business operations.
Personal life
Birla is married to Neerja Birla.They have three children: Ananyashree, Aryaman Vikram,and
Advaitesha Neerja oversees the Aditya Birla World Academy, a school in Mumbai,
Mr. Kumar Mangalam Birla (46) is the Chairman of the US $40 billion multinational Aditya
Birla Group, which operates in 36 countries across six continents. Over 50 per cent of its
revenues flow from its operations outside India.
Mr. Birla chairs the Boards of the major Group companies in India and globally. The global
companies include Novelis, Columbian Chemicals, Aditya Birla Minerals, Aditya Birla
Chemicals, Thai Carbon Black, Alexandria Carbon Black, Domsjö Fabriker and Terrace Bay
Pulp Mill, among others. In India, Mr. Birla chairs the Boards of Hindalco, Grasim, Aditya Birla
Nuvo, UltraTech, Idea, Aditya Birla Financial Services and Aditya Birla Retail.
The Group's businesses are spread across a swath of industries. These include aluminium,
copper, cement, textiles (pulp, fibre, yarn, fabric and branded apparel), carbon black, insulators,
natural resources, power, agribusiness, telecommunications, financial services, IT/ITeS, retail
and trading.When Kumar Mangalam Birla inherited his father's vast industrial
group at the young age of 28, many were sceptical about his abilities. A decade later, Birla has
proved more than equal to the challenge. Darrel Philip profiles Birla's endeavours to reshape the
house his fther built.In the ten years since Kumar
Several accolades have been showered on Mr. Birla such as
The Asia Pacific Global HR Excellence ±Exemplary Leader Award
NDTV Global Indian Leader of the year ,́ and Most SociallyResponsible Leader´ by
Outlook Business
Magazine all in 2007.
Earlier, the Lakshmipat Singhania IIM, Lucknow National Leadership Award 2006, Business
Leader, was conferred on Mr. Birla by the Prime Minister.
He also has been named the World Economic Forum Young Global Leader Ernst & Young Entrepreneur
of the year"
The
Ecnomic Times
BUsiness Leader of the year´,
Business India
"Business Man of the year ,́
Business Today
Young Super Performer in the CEO Category´
RECOGNITION & AWARDS
CNBC-TV18 India Business Leader Award 2012' for "taking India abroad".
The Honorary Degree of Doctor of Science (honoris causa) in 'recognition of his invaluable
contribution in the field of business administration' by the G. D. Pant University of Agriculture
& Technology, 2008.
"For the development of technology and also for the involvement in the field of industries in
bringing the country at par with other countries in the field of industries", the SRM University in
Tamil Nadu conferred the Degree of Doctor of Literature, 2008.
'The D. Litt (honoris causa) Degree' by the Banaras Hindu University,2004.
NEWS & ARTICLES OF BIRLA
Birla group he has focused on fine tuning the group's talent pool. If this
meant taking hard decisions Birla
did not shy away. More than 350 senior managers left the
group”
"Management means attracting talented people, nurturing them, developing
them, and givingthem space," asserts Birla, "decisions need to be made at
every level and decisions need to bequick. So, we have to spot, incubate and
groom talent at every level of the organization, becausemore people need to
be making high quality decisions
“Birla has created a system based on meritocracy
“The group is considered among the top 20 preferred employers in Asia
.
Mission:
Enhance the financial future of our customers including enterprises.To help people mitigate
risks of l ife, accident, health, and money at all stages and under all circumstances.
Values:
Integrity
Commitment
Passion
Seamlessness
Speed
UTILAZTION OF RESOURCES
A US $28 billion corporation, the Aditya Birla Group is in the league of Fortune 500 worldwide.
It is anchored by an extraordinary force of 100,000employees, belonging to 25 different
nationalities. The group operates in 25countries across six continents – truly India's first
multinational corporation.Aditya Birla Group
BUSINESS ACUMEN
Value Creation & Growth
“Mr . Birla took over as Chairman of the Group in 1995; In the process
he hasraised the Group's turnover from US$ 2 billion in 1995, to US$ 35
billion today
“Mr . Birla has restructured the businesses to emerge as a global/national
leader in
the sectors in which the Group
operates”
Execution
“He unified his diverse companies under the Aditya Birla Group
head. "If one were
to encapsulate it (the group strategy) in a single word - the dominant
strategic
theme over the past four years has been consolidation," says Birla
TRAITS
High Energy levels & Stress Tolerance
Physical Vitality & Emotional resilience
“He has made 22 acquisitions in 17 years in India and globally,the highest by
an Indian multinational in India”
Self Confidence & Internal Locus of Control
“Under his stewardship, the Aditya Birla Group enjoys a position
of leadership in all the major sectors in which it operates
Emotional Maturity
“Birla Group
he has focused on fine tuning the group's talent pool. If this meant taking
hard decisions Birla did not shy away.
More than 350 senior managers left the group”
Value Based
“The group is considered among the top 20 preferred employers in
Asia.”
SKILLS
Global mindset
“Over the years Mr. Birla has acquired manufacturing plants in Canada,
China, Indonesia, plantations in Laos, and mines in Australia, set upnew
plants in Egypt, Thailand and China. Alongside, he has expanded capacities
in all of the Group's manufacturing units
Attention to Detail
“Kumar Mangalam Birla works "normal Bombay hours", except that he
is also in office on Saturdays and half of Sundays. On each of those days,he
would like to know how much cash came into his group and how
much went out. Not turnover, not profit. Cash
Interpersonal Skills & Speaking ability
“People skills are Birla's biggest strength. He has the ability to get
on with both the old guard and the new turks. Soft spoken and
insistent Birla likes to be directly involved”
Technical Skills
“Mr. Birla has restructured the businesses to emerge as a
global/national leader in the sectors in which the Group operates
Conceptual Skills & Analytical ability
“Birla is his father's son, but he has gradually developed his own personal
management style. Commonalities include performance orientation, a
strict eye for detail, close attention to budgets. Differences include more
informal interaction with managers from top to bottom; a greater gap
between
personal and office life; and a strong emphasis on financial performance”
Persuasiveness
“But I was so overawed with his simplicity, his genuineness, and his ability
to explain simple things without trying to sell the job. If I had to take that
decision all over again I'd do the same.“
BEHAVIOUR
The High-High leader (High Performance & High relationship
orientedBehaviour)
“A 360 degree feedback program that allows managers to question even
Birla's own
leadership style and does away with the 'babu culture' prevalent in the
group. But while onone hand Birla nurtures employees, on the other he is
very careful about performance
measures”
Birla is equally adamant about strict adherence to policies and procedures
that have been
discussed and approved”
Supporting
“He sends individual notes to employees regarding their performance”
Management means attracting talented people, nurturing them,
developing them, and giving them space," asserts Birla, "decisions need to
be made at every level and decisionsneed to be quick. So, we have to spot,
incubate and groom talent at every level of theorganization, because more
people need to be making high quality decisions."
Birla has created a system based on meritocracy.
His HR initiatives fall under three broad heads: learning and relearning,
performance management and organizationalrenewal. For example
Gyanodaya, the group's learning center falls in the first category. It helps in
the transfer of bestpractices across group companies thus sharpening the
group's competitive edge.
Birla has also instituted 'The Organizational Health Survey (OHS)' which
tracks the satisfaction levels of 8,670 managersacross the group.
The group is considered among the top 20 preferred employers in Asia.
For performance management Birla instituted the Aditya Birla Sun awards an
annual internal awards system. Birla believes that star performers
need appreciation and recognition. "It is very important for people who are
doing well to betold they are doing well," he says.
DELIVERING RESULTS
Managing Conflict
“People skills are Birla's biggest strength. He has the ability to get on
with both the old guard and the new turks. Soft spoken and insistent
Birla likes to be directly involved”
Managing across organizational boundaries
“Over the years, Mr. Birla has built a highly successful meritocratic
organization, anchored by an extraordinary force of 133,000 employees
belonging to 42 different nationalities”
Aditya Birla Financial Services Group(ABFSG),
Birla group has a strong presence across various financial services
verticalst h a t i n c l u d e l i f e i n s u r a n c e , f u n d m a n a g e m e n t , d i s t r i b u t i o n & w e a l t
h management, security based lending, insurance broking, private equity andretail broking. The
seven companies representing ABFSG are Birla Sun LifeInsurance Company, Birla Sun Life
Asset Management Company, Birla SunLife Distribution Company, Birla Global Finance
Company, Birla InsuranceAdvisory & Broking Services, Aditya Birla Capital Advisors
and Apollo Sindhoori Capital Investment. In FY 2008-09, the consolidated revenues of ABFSG
from these businesses crossed Rs. 4763 crores, registering a growthrate of
36%.Sun Life Financial is a leading international financial serviceso r g a n i s a t i
o n p r o v i d i n g a d i v e r s e r a n g e o f p r o t e c t i o n a n d w e a l t h accumulation
products and services to individuals and corporate customers.Chartered in 1865, Sun Life
Financial and its partners today have operationsin key markets worldwide, including Canada, the
United States, the UnitedKingdom, Ireland, Hong
Kong, the Philippines, Japan, Indonesia, India,China and Bermuda. As of December 31,
2008, the Sun Life Financial groupof companies had total assets under management of $381
billion.Mangalam Birla took the reins of his father Aditya Birla's business empire.
Business Continuity Plan
Birla Sun Life Insurance is one of the few Indian companies to have a fullyoperational Business
Continuity Plan (BCP) to ensure minimal impact to theorganisation, its people, and most
importantly, its customers. Our BusinessContinuity Planning (BCP) Program is a response plan
which would ensuret h a t i n t h e e v e n t o f a d i s a s t e r w e w o u l d b e a b l e t o r e s t o r e
a n d r e c o v e r operations for crit ical processes within a predetermined time after t
he disaster.
BSLI’s Business Continuity Management Policy
T o h a v e a p l a n n e d r e s p o n s e i n t h e e v e n t o f a n y c o n t i n g e n c y e n s u r i n g
recovery of crit ical activities at agreed levels within agreed timeframe
thereby complying with various regulatory requirements and minimizing the potential
business impact to BSLI. Additionally to create a system that fosters continuous
improvement of business continuity management
Business Continuity Management System Objectives (BCMS):
The objectives of BSLI's BCMS are as follows Ensuring a Proactive response to any contingency
Ensuring recovery of identified critical activities with in agreed time frame.Ensuring that
we adhere to our clients, contractual, legal& regulatory requirements.
Programme Overview
As part of our Business Continuity Plan, we have a documented crisis response
and recovery procedure for quick response and stabilization of the situation, and a
business continuity procedure to ensure recovery. Highlights of our Plan Document :Crisis
Management & incident response Data back-up, data and
system recoveryRecovery of all mission-crit ical business functions and supporting
systems Alternate recovery sites if primary location
is unavailableCommunication with customers, employees and other stakeholders
Assurance to customers that they will continue to receive optimum customer services at all
times
Our Commitment
R i s k A s s e s s m e n t & B u s i n e s s I m p a c t A n a l y s i s ( B I A ) annually.Business
Continuity Plan for HO & its Critical branches.Crisis Management Plan & Pandemic
Response Plan at acorporate Level.Business Continuity Plan Testing ensuring viability of
allits plans.The activities set forth above may evolve as business andregulatory needs
require.
ACHIEVEMENTS OF KUMAR MANGALAM BIRLA
The world's largest aluminum rolling company
No.1 in viscose staple fibre
No.1 in carbon black
Biggest producer of primary aluminum in Asia
The fourth-largest producer of insulators
The fifth-largest producer of acrylic fibre
Among the top 10 cement producers
Among the best energy-efficient fertiliser plants
The largest Indian MNC with manufacturing operations in the USA
A top fashion (branded apparel) and lifestyle player
The second-largest player in viscose filament yarn
The largest producer in the chlor-alkali sector
Among the top three mobile telephony companies
A leading player in life insurance and asset management
Leadership - Analysis
Business Acumen
Traits & Characteristic
Skills & Abilities
Behaviour
Vision of LEADERSHIP:
To be a l eader and ro le mode l in a b road based and in tegra ted
f inanc ia l services business
Mission:
Enhance the financial future of our customers including enterprises.To he lp peop le
mi t iga te r i sks o f l i f e , acc iden t , hea l th , and money a t a l l stages and under
all circumstances.
Values:
Integrity
Commitment
Passion
Seamlessness
Speed
THEIR VISION OF WORKING
To be a premium global conglomerate with a clear focus on each business K M Birla is a leader who has a
clear vision and drives his followers toachieve that Employee oriented Introduced Organizational Health
Survey covering almost 10,000workers in 95 locations Is the barometer of the 'happiness at work' index
in the group Authentic Leader Hailed from a family with a foundation on values ,which was and isrespected
by the country Brought great changes in the organization without compromising onthe believed values.
Believed in less power distance.³Leadership at all levels in the organisation as much as leadership at thetop.
It is about plugging in to the minds and hearts of people´.
Aditya Birla group
When inherited business from his father in 1995,his critics dismissed himas a soft and shy person. who
lacked the business expertise andassertiveness of his father A.V.Birla and would be unable to manage
thegroup successfully.An unapproachable management style and misplaced priorities the resultwas the
investors started selling off their shares .In 1996 the market valueof group¶s four largest companies
Grasim ,Indian rayon ,Hindalco & Indo-gulf fertilizer suddenly decreased by $1billion or 37%.
So K.M.Birla took several initiatives to prove his critics wrong.
TRANSFORMATIONAL LEADER
He said "The illiterate of the 21st century will not be those who cannot readand write, butthose
who cannot learn, unlearn, and relearn."From a commodity-based organization steeped in
Babu culture it istransformed into an aggressively modern multicultural transnational withmore than
72,000 people drawn from twenty different nationalities.
Brought in radical changes, changed business strategies, professionalizedthe entire group and
replaced internal systems
Made the business more focused, making each company concentrate on itskey strengths
Launched a feedback programme, first of its kind, that allowed managers toquestion even his leadership
style.
He also threw age-old financial practices out of the window and revamped power centers.
Under his leadership, the Aditya Birla Group, apart from consolidating its position in existing businesses,
also ventured into sunrise sectors likecellular telephony, asset management, software and BPO.
KM Birla believed in constant learning, humble and a visionary.
The result of his leadership style has increased the revenues five folds sincehe took charge.
Mr. K.M. Birla, has been an ardent follower of the humane values thatGandhiji and Mr. G.D. Birla espoused.
CSR initiatives are focused on five areas ²education, healthcare andfamily welfare, sustainable
livelihood, infrastructure support and socialcauses.
He has brought in order, new management processes and technology andstreamlined the Group's social
initiatives.
Kumar substantially expanded the scope of the Group's CSR initiative ² over Rs.150 crore is spent in
hundreds of projects in 3,700 villages,touching the lives of 7mn people every year in some way or the
other few would have foreseen the changes he would implement. No one would have thought that
the callow 28-year-old Kumar, grappling with the complexities of the $1.8 billion conglomerate
after his father's sudden death, would step into his shoes with such dexterity.Armed with an
MBA from the prestigious London Business School, but still wetbehind the ears, the
responsibility of running an industrial empire that spanned several countries in Asia was thrust
upon thisbabe-in-the-corporate-woods. At first, theyoung Birla's soft and shy approach ledcritics
to comment that he lacked the business acumen and aggressiveness of hisfather.But over the
years, he has proved heisn't the soft target he was believed to be.He has made the business more
focussed,making each company concentrate on itskey strengths, and has pushed up sales in the
far flung conglomerate, India's firsttrue multinational, to $7.6 billion, with amarket cap of $7
billion.In the ten years he has been at thehelm, Birla has pulled off a string of acquisitions at
home in a global marketplace.As a result of theconsolidationofitsoverseas business, the Aditya
Birla grouptoday operates on a global scale, with manufacturing operations in nine countries and
product sales in over 100. It is a world leader in viscose staple fibre, the world's ninth largest
producer of cement, the fifth largest producer of carbon black, Asia's largest integrated
aluminium producer and also its fastest growing copper company.
Today the group has four major companies in India — aluminium and copper major Hindalco,
Grasim the conglomerate with businesses as diverse as cement, sponge iron, viscose and textiles,
Indian Rayon which concentrates on yarn, fabrics and garments, and IndoGulf which makes
fertilisers. The group has recently ventured into fast growing industries like telecom,finance and
insurance, software and BPO. In addition, its international businesses range from copper mines
to carbon black to palm oil to chemicals to viscose staple fibre and fabric. There are ten
companies in Thailand which manufacture a diversified mix from fabrics to carbon black to
chemicals, two palm oil and derived chemical companies in Malaysia, two copper mines in
Australia, a wood pulp unit in Canada,three yarn companies in Philippines, another five
companies in Indonesia, and two carbon black companies in Egypt and another in China. Almost
half its turnover comes from its international operations.Though much of these operations were
already in place when Birla took over, the copper mines in Australia and the wood pulp unit in
Canada were acquired recently.Birla's eyes are now fixed on the growing global opportunities.
He is expandingthe overseas presence to become a global conglomerate in the next few years.
“Thefocus has been on placing larger bets on fewer businesses. It's a portfolio issue andit's a
much tighter portfolio today. We have taken hard decisions on exiting businesses, but I am glad
we did. We are on a cleaner wicket now,” says Birla.In order to do away with the bureaucratic
culture prevalent at Birla companies,Birla launched a feedback programme that allowed
managers to question even hisleadership style. This was unprecedented in family-run
businesses.He also threw age-old financial practices out of the window and revamped power
centres.
BUSINESS RECORD
Mr. Birla took over as Chairman of the Group in 1995, at the age of 28, after the untimely
demise of his father. As Chairman, Mr. Birla has taken the Aditya Birla Groupanaltogetherhigher
growth trajectory. In the 17 years that he has been at the helm of the Group, he has accelerated
growth, built a meritocracy and enhanced stakeholder value.
In the process he has raised the Group's turnover from US $2 billion in 1995, to US $40 billion
today. Mr. Birla has restructured the businesses to emerge as a global/national leader in the
sectors in which the Group operates. He has made 26 acquisitions in 17 years in India and
globally, the highest by an Indian multinational in India.
The acquisition of Novelis, a global metals major, in 2007, the second largest acquisition ever by
an Indian company, led to a new-found respect for Indian companies and stoked a higher level of
interest in the country as well. Recently, the acquisition of Columbian Chemicals, a US-based
company and the world's third largest carbon black manufacturer positioned the Group as the No.
1 player in this sector, given its own sizeable carbon black operations. Likewise, the acquisition
of Domsjö Fabriker, a leading Swedish speciality pulp manufacturer enables the Group's Pulp
and Fibre business to further consolidate its global position.
Besides these, over the years Mr. Birla has acquired manufacturing plants in Canada, China,
Indonesia, plantations in Laos, and mines in Australia, set up new plants in Egypt, Thailand and
China. Alongside, he has expanded capacities in all of the Group's manufacturing units.
In India as well, he has made major acquisitions, the most notable being the Cement division of
Larsen & Toubro, Indal from Alcan, Madura Garments from Coats Viyella and the Chlor Alkali
division of Kanoria Chemicals.
Under his stewardship, the Aditya Birla Group enjoys a position of leadership in all the major
sectors in which it operates. Over the years, Mr. Birla has built a highly successful meritocratic
organisation, anchored by an extraordinary force of 136,000 employees belonging to 42 different
nationalities.
BIBLIOGRAPHY
www.aditya birla .com/businesses/.../aditya- birla -group-power- projects
adityabirla.com/Businesses/Profile/Projects-under-Hindalco
timesofindia.indiatimes.com › Business