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Mr Anand Mahindra
When we Indians hit our pillows at night, our dreams about India’s future are not just colorful but steroidal. All of us are finally beginning to believe that the sandcastles we build in our minds are not going to be simply washed away by the morning tide. –Anand Mahindra
PERSONAL PROFILE• Family Background
Born into a well known Punjabi business family Not strictly a business background; father was a congressman and
wanted to be a Diplomat
• Education Studied filmmaking in graduation MBA from Harvard in 1981
• Career Path In 1989 he was appointed the President and Deputy MD of
Mahindra Ugine Steel Company Ltd. (MUSCO) In 1991, he was appointed Deputy Managing Director of Mahindra
& Mahindra Ltd. In 1997, he was appointed Managing Director of Mahindra &
Mahindra Ltd. Vice Chairman and MD of Mahindra & Mahindra Ltd. since 2001
Positions of ResponsibilityChairman of National Safety CouncilCo-founder of the Harvard Business School
Association of IndiaCo-chairman of the International Council of
the Asia Society, New YorkCo-chair at the World Economic Forum at
Davos.Director of The National Stock Exchange of
India Limited appointed under the “Public Representatives” category
SOCIAL AND MEDIA PRESENCE
Founder chairman of the Mumbai festivalMost active CEO on TwitterRecent news articles
Apr, 2009 – “Controlling Stake in Satyam”Business Week- “Rebuilding standing and trust
in the market.”
June, 2008 – CNN- Diversification plans into steel production, technology, real estate development
MAHINDRA & MAHINDRAThe Mahindra group, a $6.3 Billion empire, is
among the top 10 industrial houses in India. J.C. and K.C Mahindra founded the company
Mahindra and Mahindra in 1949.Started as a tractor and Jeep companyCurrently into the following sectors:
Automotive IndustryInformation TechnologyFinancial ServicesInfrastructure Development Hospitality
MAJOR DECISIONSAt Mahindra Ugine Steel Company (MUSCO) -
diversifications to real estate & hospitality.As Deputy MD of M&M, restructure into 6 SBUs -
1994AutomotiveFarm equipmentTrade and financial services sectorInfrastructure Development Sector Information Technology and TelecomAutomotive components sector
MAJOR DECISIONS (contd.)Strategic partnership with British Telecom for
Tech MahindraIn 2002, launched SUV, The ScorpioCo-Promoter of Kotak Mahindra Finance Ltd.,
was converted into Kotak Mahindra Bank. Take over the Satyam Computer Services
currently known as Mahindra Satyam.
SOCIAL ACTIVITIESContributing share of profits (1%) to CSR activities. ESOPs - Employee Social Options - Involving
employees in social activities.Planning to set up two Mahindra Pride SchoolsMahindra All India Talent Scholarship for the
economically disadvantagedNanhi Kali project for the girl child.Trustee of the K.C. Mahindra educational trustAnnounced to provide free cochlear implants to
hearing-impaired, under-privileged children
M&M: INTRA-FIRM COMPARISON
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
0
2000
4000
6000
8000
10000
12000
14000
16000
Standalone
SalesAvg Capital employedNetworth
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
-5
0
5
10
15
20
25
30
Standalone
PAT Ratio
LEADER PROFILING“In Mahindra & Mahindra,
we have never believed that our business is to make cars. Rather, our business is to
give shape to dreams and to create legend”
LEADERSHIP QUALITIESCourage to Take up Challenges
Real Estate, Banking, Hospitality, SUVs, Water TransportAcquisition of Satyam
Foresight1991 decision to diversify – ability to deal with slowdownMahindra Satyam – Recession, Low Acquisition Cost,
Understand Intrinsic ValueCreativity and Innovation
Innovation – Annual event at M&MChange in demographic profile of workers Reboot, Reinvent, Reignite
LEADERSHIP QUALITIES (contd.)Concern for People
Virtual Pool Program – Manage Surplus Workforceo Non billable staff get 40% salaries, 6 months
Chairman of the National Safety Council – 2008o Health Safety and environment
Concern for EnvironmentMahindra Hariyali 2007- Plant a million treesHybrid Vehicles – Scorpio and 3 wheelers
LEADERSHIP QUALITIES (contd.)Self Belief
“I could have done well at anything I tried my hand at.” Experimental, Risk-taking
Family ValuesA filmmaker? A businessman?Took in the odds which led him into different ventures
Nurturing TalentHands-on approach helped him create talent pool
Independent, Proactive“I would strike out my own path.”
TenacityThe Satyam takeover
BUSINESS PHILOSOPHYNo Group wide mission statement.Individual SBUs have mission statementsCore Values
Good Corporate Citizenship Professionalism Customer First Quality FocusDignity of the individual
ANAND MAHINDRA AND M&M TRANSFORMATIONVisionary
Admired for Technology, Quality, Innovation across segments
Strategic ThinkerDiversification, Acquisitions – JLR(Value),
SatyamChange Agent
BPR - IDAM, Tractor to SUVTeam Builder
Satyam Employee retention, Focus on Talent Pool Culture Builder
Meritocracy, Productivity, Innovation
CRITICAL ANGLEFear of failure
Indecisive, defensive, let opportunities go away?
Abuse of power?Irrational use at any point of time?
Need to be likedDoes he go easy on people?
Fear of responseHas he avoided conflicts?
04/07/2023 18
Area of Freedom for subordinatesUse of authority by manager
Boss-Centred Subordinate-CentredLeadership Leadership
Mgr makes decand announces
Mgr presents ideasand invites questions
Mgr presents prbgets suggestionsand makes decisions
Mgr permits sub-ordinates to fn within limits defined
Mgr sells decisions Mgr presents tentativedecision subject tochange
Mgr defines limitsasks group to makedecisions
LEADERSHIP CONTINUUM
Effective Leader
Competent Manager
Contributing Team Member
Highly capable individual
Level 5 Hierarchy by Jim Collins in his book ‘Good to Great’
Level 5 Executive
FUTURE PLANSInvest Rs 100 crore in the IT sector in PunjabFocus on the agri business in Punjab under
the Mahindra Shubh Labh projectOn the way to finalizing a joint venture with
Renault.Bidding for Human Resource Management
for RailwaysEntering the motorcycle segmentGoing to start a car services business
TAKEAWAYSRecognize opportunities in the face of odds
and identify the true potentialRealizes that society is a stakeholder-
Organization’s growth can’t be detached from social development
Inculcating Leadership – Empowerment and Succession Planning
A leader sees light when others complain of darkness.
Referenceshttp://www.moneycontrol.com/news/special-videos/
anand-mahindra-the-auto-maker-who-dreamsmaking-films_407231.html
http://www.business-standard.com/india/news/anand-mahindra-wins-e/385949/
http://twitter.com/anandmahindraSix personality traits of a leader, Ram CharanFace to face- Defeating its own Hiranyakashyaps- An
article of Indian IT, Anand MahindraBusiness Leadership- Indian Context, BalasubramanianThe Leadership Challenge, Kouzes and PosnerGood to Great, Jim Collins
Thank You!