When we Indians hit our pillows at night, our dreams about Indias 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

Leaders shortlisted by the group

Nandan Nilekani, Anil Ambani, Anand Mahindra,

Rahul Bajaj, Pawan Munjal

Motivation for studying Anand Mahindra

Recent extensive media coverage due to

Satyam takeover Transformation in Mahindra Group No negative publicity Consistent successful gambles ET Business Leader of the Year award - 2009

 Family Background

Born into a well known Punjabi business family Not strictly a business background; father was a congressman

Education

and wanted to be a Diplomat

Career Path

Studied filmmaking in graduation MBA from Harvard in 1981 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

Chairman of National Safety Council Co-founder of the Harvard Business School Association of India Co-chairman of the International Council of the Asia Society, New York Co-chair at the World Economic Forum at Davos. Director of The National Stock Exchange of India Limited appointed under the Public Representatives category

Founder chairman of the Mumbai festival Most active CEO on Twitter Recent 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

The 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 company Currently into the following sectors:

Automotive Industry Information Technology Financial Services Infrastructure Development Hospitality

At Mahindra Ugine Steel Company (MUSCO) diversifications to real estate & hospitality. As Deputy MD of M&M, restructure into 6 SBUs 1994 Automotive Farm equipment Trade and financial services sector Infrastructure Development Sector Information Technology and Telecom Automotive components sector

Strategic partnership with British Telecom for Tech Mahindra In 2002, launched SUV, The Scorpio Co-Promoter of Kotak Mahindra Finance Ltd., was converted into Kotak Mahindra Bank. Take over the Satyam Computer Services currently known as Mahindra Satyam.

Contributing share of profits (1%) to CSR activities. ESOPs - Employee Social Options - Involving 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

16000

14000
12000 10000

Standalone
Sales Avg Capital employed Networth

8000
6000 4000

2000
0

30 25 20 15 10

Standalone
PAT Ratio

5
0 -5

Compa ny Maruti Suzuki Hind Motors Tata Motors Mah and Mah

Last Price

Market Cap. (Rs. Cr)

Sales Net Turnover Profit

Total Assets

EPS

NP Ratio

Asset DE Turn. Ratio

1340

38713.95

20852.52

1218.74

10043.8

42.18

5.84%

2.08

0.07

21.3

343.3

598.26

-38.86

221.33

-2.41

-6.50%

2.70

1.4

696.8

37802.2

25660.67

1001.26

25559.83

19.48

3.90%

1.00

1.06

1001.75

28031.1

13093.68

836.78

9296.73

30.69

6.39%

1.41

0.77

Courage to Take up Challenges Real Estate, Banking, Hospitality, SUVs, Water Transport Acquisition of Satyam Foresight 1991 decision to diversify ability to deal with slowdown Mahindra Satyam Recession, Low Acquisition Cost, Understand Intrinsic Value Creativity and Innovation Innovation Annual event at M&M Change in demographic profile of workers Reboot, Reinvent, Reignite

Concern for People Virtual Pool Program Manage Surplus Workforce o Non billable staff get 40% salaries, 6 months Chairman of the National Safety Council 2008 o Health Safety and environment Concern for Environment Mahindra Hariyali 2007- Plant a million trees Hybrid Vehicles Scorpio and 3 wheelers

Self Belief

Experimental, Risk-taking

I could have done well at anything I tried my hand at. Family Values A filmmaker? A businessman? Took in the odds which led him into different ventures Hands-on approach helped him create talent pool I would strike out my own path. The Satyam takeover

Nurturing Talent

Independent, Proactive Tenacity

No Group wide mission statement. Individual SBUs have mission statements Core Values

Good Corporate Citizenship Professionalism Customer First Quality Focus Dignity of the individual

Visionary
Admired for Technology, Quality, Innovation across

segments

Strategic Thinker Diversification, Acquisitions JLR(Value), Satyam Change Agent BPR - IDAM, Tractor to SUV Team Builder

Satyam Employee retention, Focus on Talent Pool

Culture Builder Meritocracy, Productivity, Innovation

Fear of failure
Indecisive, defensive, let opportunities go

away?

Abuse of power?
Irrational use at any point of time?

Need to be liked
Does he go easy on people?

Fear of response
Has he avoided conflicts?

Boss-Centred Leadership

Subordinate-Centred Leadership

Use of authority by manager Area of Freedom for subordinates

Mgr makes dec and announces

Mgr presents ideas and invites questions

Mgr presents prb gets suggestions and makes decisions

Mgr permits subordinates to fn within limits defined Mgr defines limits asks group to make decisions

Mgr sells decisions

Mgr presents tentative decision subject to change

5/2/2012

20

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

Invest Rs 100 crore in the IT sector in Punjab Focus on the agri business in Punjab under the Mahindra Shubh Labh project On the way to finalizing a joint venture with Renault. Bidding for Human Resource Management for Railways Entering the motorcycle segment Going to start a car services business

Recognize opportunities in the face of odds and identify the true potential Realizes that society is a stakeholderOrganizations growth cant be detached from social development Inculcating Leadership Empowerment and Succession Planning A leader sees light when others complain of darkness.

http://www.moneycontrol.com/news/specialvideos/anand-mahindra-the-auto-maker-whodreamsmaking-films_407231.html http://www.businessstandard.com/india/news/anand-mahindra-winse/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