Anand Mahindra Profile

Anand Mahindra * Passionate innovator * I c alone myself a powerful brained person. * The whole feeling in this company has been one of trusteeship. * Innovators be non-conformists. Innovators and entrepreneurs be those who pee immense confidence in their capabilities. * If educated properly, Indians are second to none in the world. * I worry when times are good. * Its never only about the money, it cant be. other than I dont think you can get smashing results. Timeline 1955 Born in Mumbai, Maharashtra 981 Returned to India and joined Mahindra Ugine Steel Company (MUSCO) as an administrator Assistant to the Finance Director 1989 Became the President of this leading group 1991 Became the proxy Managing Director of the Mahindra & adenosine monophosphate Mahindra Group 1997 Became the Managing Director of the Mahindra & group A Mahindra Group 2003Became the Vice-Chairman of the Mahindra & angstrom Mahindra Group 2004 Knight of the Order of Merit by the President of the French R epublic. 2005 Person of the division from Auto Monitor and Leadership swag from the American India Foundation. 006 Received 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 line of business) Anand Mahindra, 50, was schooled at the Lawrence school in Lovedale. He blameless his graduate studies at Harvard College in Arts, following it up with an MBA from Harvard Business School. His agnate uncle, Keshub Mahindra, is the current chairman of the company.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 communist in his college age You dont find a Harvard graduate who earned a summa cum laude (Latin for with highest honour) in film, heading one of Indias largest railroad car businesses. A self-confessed right-brained person, Anand Mahindra believes this honour from Harvard was a cathartic experience and attach the end of his rebellion.It a exchangeable 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 trial an inherited family business. Anand, also a Communist party member in his college days, firmly believes that innovation and creativity are mindsets and one ask to unendingly question ones direction in life something he says he doesnt see in todays youth, who he believes are heightened and k straight off what they want from day one.Anand began his career in a group company Mahindra Ugine Steel (MUSCO) taking it through the breezy early-eighties negotiating with labour unions in the steel business, a period he calls a trial by fire. Anand eventually joined MampM in 1991, and became the Managing Director in 1997. He has a sound sense of pride in t he work he does, and believes addicted the right education Indians are second to none in the world. The Scorpio success federal agent Not surprisingly, the Scorpio remains Anands biggest achievement.Or, as he puts it, The scale of guess we took is our biggest achievement. The Scorpio, interestingly enough was born, not as a precise 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 growing the Scorpio was a huge risk to take and a hurdle to cross. Anand took the bet, convert the Board that it was the charge 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 screen background up unique world class complexes (World Cities) that holistically integrate the needs of work and family is a case in point. Despite opposition from the visiting card (For five years people thought I was mad), Anand held his posture that Were changing the way people live in these townships. incontestable 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 situation 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, crude drilling, etc) and set six areas as key focus businesses for the group. Each of these groups has to affect the bluechip criteria, which means the business must (a) be a leader in its industry (b) have innovation as a key theoretical account (c) have global potential and (d) deliver on demanding pecuniary goals.Six focus areas for the group With Anand removing himself from active management (kicking myself upstairs), all the businesses w ere given dedicated presidents to provide managerial focus. He believes giving managerial and financial independence 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 from each one of these businesses, which are as diverse as Mahindra-British Telecom (IT), Club Mahindra (time-share holidays) and MampM Financial Services. All of these will be IPOed and will therefore give-up the ghost 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 focusing on building MampM as an auto talent group by creating verticals sharing the s ame platforms such as logistics, procural and ngineering. His philosophy for MampM is When you build more verticals you replicate the scale and get a larger company without losing the niche focus. With the young tie-ups with Renault and International 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 hence follow. What he does with his free time Anand spends as much time as he can with his family and those near and dear.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 advance bouncing and you can pick them up along the way. A wolflike reader 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.