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Anand Mahindra Profile
Anand Mahindra Profile
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
y Born into a well known Punjabi business family y Not strictly a business background; father was a congressman and
wanted to be a Diplomat
Education
y Studied filmmaking in graduation y MBA from Harvard in 1981
Career Path
y In 1989 he was appointed the President and Deputy MD of Mahindra
Ugine Steel Company Ltd. (MUSCO) y In 1991, he was appointed Deputy Managing Director of Mahindra & Mahindra Ltd. y In 1997, he was appointed Managing Director of Mahindra & Mahindra Ltd. y Vice Chairman and MD of Mahindra & Mahindra Ltd. since 2001
Positions of Responsibility
y Chairman of National Safety Council y Co-founder of the Harvard Business School
Association of India y Co-chairman of the International Council of the Asia Society, New York y Co-chair at the World Economic Forum at Davos. y Director of The National Stock Exchange of India Limited appointed under the Public Representatives category
y Founder chairman of the Mumbai festival y Most active CEO on Twitter y Recent news articles
y Apr, 2009
market.
y June, 2008 CNN- Diversification plans into steel production, technology, real estate development
the top 10 industrial houses in India. y J.C. and K.C Mahindra founded the company Mahindra and Mahindra in 1949. y Started as a tractor and Jeep company y Currently into the following sectors:
y Automotive Industry y Information Technology y Financial Services y Infrastructure Development y Hospitality
MAJOR DECISIONS
y At Mahindra Ugine Steel Company (MUSCO) diversifications to real estate & hospitality. y As Deputy MD of M&M, restructure into 6 SBUs - 1994
y Automotive y Farm equipment y Trade and financial services sector y Infrastructure Development Sector y Information Technology and Telecom y Automotive components sector
SOCIAL ACTIVITIES
y Contributing share of profits (1%) to CSR activities. y ESOPs - Employee Social Options - Involving y y y y y
employees in social activities. Planning to set up two Mahindra Pride Schools Mahindra All India Talent Scholarship for the economically disadvantaged Nanhi Kali project for the girl child. Trustee of the K.C. Mahindra educational trust Announced to provide free cochlear implants to hearing-impaired, under-privileged children
Standalone
Sales Avg Capital employed Networth
30 25 20 15 10 5 0 -5
Standalone
PAT Ratio
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 QUALITIES
y Courage to Take up Challenges
y Real Estate, Banking, Hospitality, SUVs, Water Transport y Acquisition of Satyam
y Foresight
ability to deal with slowdown y Mahindra Satyam Recession, Low Acquisition Cost, Understand Intrinsic Value y Creativity and Innovation y Innovation Annual event at M&M y Change in demographic profile of workers y Reboot, Reinvent, Reignite
Non billable staff get 40% salaries, 6 months Health Safety and environment
Experimental, Risk-taking
y Family Values y A filmmaker? A businessman? y Took in the odds which led him into different ventures
Nurturing Talent
y Hands-on approach helped him create talent pool
Independent, Proactive
y
Tenacity
y The Satyam takeover
BUSINESS PHILOSOPHY
y No Group wide mission statement. y Individual SBUs have mission statements y Core Values y Good Corporate Citizenship y Professionalism y Customer First y Quality Focus y Dignity of the individual
y Strategic Thinker
y Diversification, Acquisitions
JLR(Value), Satyam
y Change Agent
y BPR - IDAM, Tractor to SUV
y Team Builder
y Satyam Employee retention, Focus on Talent Pool
y Culture Builder
y Meritocracy, Productivity, Innovation
CRITICAL ANGLE
y Fear of failure y Indecisive, defensive, let opportunities go away? y Abuse of power? y Irrational use at any point of time? y Need to be liked y Does he go easy on people? y Fear of response y Has he avoided conflicts?
Boss-Centred Leadership
Subordinate-Centred Leadership
Mgr permits subordinates to fn within limits defined Mgr defines limits asks group to make decisions
2/5/2012
18
Level 5 Executive Effective Leader Competent Manager Contributing Team Member Highly capable individual
Level 5 Hierarchy by Jim Collins in his book Good to Great
FUTURE PLANS
y Invest Rs 100 crore in the IT sector in Punjab y Focus on the agri business in Punjab under the Mahindra Shubh Labh project y On the way to finalizing a joint venture with Renault. y Bidding for Human Resource Management for Railways y Entering the motorcycle segment y Going to start a car services business
TAKEAWAYS
y Recognize opportunities in the face of odds and
identify the true potential y Realizes that society is a stakeholder- Organization s growth can t be detached from social development y Inculcating Leadership Empowerment and Succession Planning y A leader sees light when others complain of darkness.
References
y http://www.moneycontrol.com/news/special-videos/anand-mahindray y y y y y y
the-auto-maker-who-dreamsmaking-films_407231.html http://www.business-standard.com/india/news/anand-mahindrawins-e/385949/ http://twitter.com/anandmahindra Six personality traits of a leader, Ram Charan Face to face- Defeating its own Hiranyakashyaps- An article of Indian IT, Anand Mahindra Business Leadership- Indian Context, Balasubramanian The Leadership Challenge, Kouzes and Posner Good to Great, Jim Collins