Anand Mahindra Profile

Anand Mahindra * Passionate innovator * I c altogether myself a right brained person. * The whole feeling in this come with has been one of trusteeship. * Innovators are non-conformists. Innovators and entrepreneurs are those who have immense confidence in their capabilities. * If educated properly, Indians are second to none in the world. * I worry when multiplication are good. * Its never only about the money, it cant be. Otherwise I dont think you can get groovy results. Timeline 1955 Born in Mumbai, Maharashtra 981 Returned to India and joined Mahindra Ugine Steel Company (MUSCO) as an Executive Assistant to the Finance handler 1989 Became the President of this leading group 1991 Became the Deputy Managing Director of the Mahindra & Mahindra conclave 1997 Became the Managing Director of the Mahindra & Mahindra Group 2003Became the Vice-Chairman of the Mahindra & Mahindra Group 2004 Knight of the Order of Merit by the President of the French Republic. 2005 Person of the course from Auto Monitor and Leadership Award from the American India Foundation. 006 sure the CNBC Asia Business Leader Award and Entrepreneur of the Year Award by the Ludhiana Management Association. 2007 Received the Inspiring Corporate Leader of the Year Award from NDTV Profit. Background (From films to business) Anand Mahindra, 50, was schooled at the Lawrence school in Lovedale. He completed his graduate studies at Harvard College in Arts, undermentioned it up with an MBA from Harvard Business School. His paternal uncle, Keshub Mahindra, is the current chairman of the come with.He is married to Anuradha Mahindra, who is the famous editor of the magazines Verve and Mans World and is the Editor-in-Chief of Rolling Stone India. The couple together has two daughters. A communistic in his college days You dont find a Harvard graduate who earned a summa cum laude (Latin for with highest honour) in film, heading one of Indias largest auto businesses. A self-confessed right-b rained person, Anand Mahindra believes this honour from Harvard was a cathartic experience and marked the end of his rebellion.It also proved to sceptics that he could establish himself in a field where his family was not present, rather than walking the easier path of joining and running an inherited family business. Anand, also a Communist party member in his college days, hard believes that innovation and creativity are mindsets and one needs to constantly question ones direction in life something he says he doesnt see in todays youth, who he believes are cogitateed and know what they want from day one.Anand began his career in a group company Mahindra Ugine Steel (MUSCO) taking it through the stormy early-eighties negotiating with labour unions in the steel business, a period he calls a trial by fire. Anand finally joined MampM in 1991, and became the Managing Director in 1997. He has a strong sense of pride in the work he does, and believes given the right education India ns are second to none in the world. The Scorpio success factor Not surprisingly, the Scorpio remains Anands vaingloriousgest achievement.Or, as he puts it, The plateful of risk we took is our biggest achievement. The Scorpio, interestingly enough was born, not as a specific SUV project, but as an idea from a 26-year-old engineer who was part of a team building a 13-seater Utility Vehicle. The imposing Rs6bn budget for developing the Scorpio was a huge risk to take and a hurdle to cross. Anand took the bet, convincing the progress that it was the way forward. The rest, of course is history. Real estate changing the way people liveAnand cites driving innovation across MampM and the entire Mahindra Group as another key achievement. His idea of setting up unique world class complexes (World Cities) that holistically integrate the needs of work and family is a result in point. Despite opposition from the board (For five years people thought I was mad), Anand held his stance that We re changing the way people live in these townships. Sure enough, Mahindra Gesco (the holding company) currently has orders worth Rs15bn and takers like Infosys for its Mahindra World City, Chennai project. The bluechip criteria The fact that the Mahindra Group consists of a myriad of companies seems to question the entire concept of focus. However, Anand believes that he already chopped the deadwood in 1994 (exiting businesses like nuclear engineering, oil drilling, etc) and set six areas as key focus businesses for the group. each of these groups has to meet the bluechip criteria, which means the business must (a) be a leader in its industry (b) have innovation as a key amaze (c) have global potential and (d) deliver on demanding financial goals.Six focus areas for the group With Anand re pathetic himself from active management (kicking myself upstairs), all the businesses were given utilise presidents to provide managerial focus. He believes giving managerial and financial inde pendence to these businesses is what sets them apart from the conventional conglomerate structure that tends to focus on top-management control. Anand is now moving forward to list each of these businesses, which are as diverse as Mahindra-British Telecom (IT), Club Mahindra ( metre-share holidays) and MampM Financial Services. All of these lead be IPOed and will therefore become independent. The five cylinder engine in autos At the same time, Anand also resisted pressure to carve out MampMs auto business into a separate company. If we do it right, I have a better chance of turning Mahindra as a globally recognised cult brand, than I do, trying to turn it into General Motors. Anand sees MampM as a three-cylinder engine, consisting of UVs, tractors and components. He is cogitate on building MampM as an auto competency group by creating verticals sharing the same platforms such as logistics, procurance and ngineering. His philosophy for MampM is When you build more verticals you simulate the scale and get a larger company without losing the niche focus. With the recent tie-ups with Renault and internationalist Trucks, Anand believes he has now created a five-cylinder engine. Benefits for MampMs core auto business are already flowing in for example MampM is now tapping into Renaults global procurement systems. Clear targets for each businesses Anand has clear targets for each of MampMs three cylinders.UVs to be a globally recognised brand, tractors to be a dominant player, and auto components to be the largest automotive component conglomerate in India (Wed like to be a Dana, Spicer or a Lear. ). Similarly, for the group Anand doesnt believe in one single goal. He chooses, instead to focus on leadership, innovation, a global presence and delivering on the financials. Everything else, including size, which he believes doesnt matter, will then follow. What he does with his free time Anand spends as much time as he can with his family and those near and d ear.A friend once told him that life is like a bunch of rubber and glass balls that you have to juggle all the time. You have to know, which are the glass balls, and you never drop those. The rubber ones keep bouncing and you can pick them up along the way. A voracious contributor by his own admission Anand does not read business books since they become obsolete. He prefers business magazines such as Harvard Business Review, BusinessWeek and Fortune. In fiction, Anand is a big fan of the Booker Prize winning author, Ian McEwan.