Falcons are best known for their ruthlessness and their incredible flying abilities

and acute eyesight. Falcons can change direction extremely quickly when compared
to other birds. Falcons have adapted in many ways to maximize their chances of
survival in the skies. Falcons have been recorded diving at speeds of up to 200
miles per hour that means they are the fastest creatures on the planet!
The logo is inspired by Falcon and focuses on key characteristics shared by the bird.
Our teammates, display these attributes at every task, every time: pride, passion,
focus, speed and competitiveness. Our team embodies all these qualities that is the
reason it is named Falcons.
Sitaronse aage jahan aur bhi hain
Abhi ishq ke imtehan aur bhi hain
Tu shaheen hai parvwaaz hai kaam tera
Udne ke liye aasmaan aur bhi hain
There is world beyond stars
There are more test to be passed
You are the falcon, your passion is flight
and sky is the limit for you.

 Innovation distinguishes between a leader and a follower.

Leadership is about taking responsibility, not making excuses.
There are three essentials to leadership: humility, clarity and
courage.
Leadership cannot really be taught. It can only be learned.
The only safe ship in a storm is leadership.
Problems are only opportunities in work clothes.
A leader is a dealer in hope.
Leaders are made rather than born
Leaders think and talk about the solutions. Followers think
and talk about the problems.
Leadership is the capacity to translate vision into reality.

HKE Societys
SLN College of Engineering
Yeramarus Camp, Raichur .

Department of MBA

LEADERSHIP CONCLAVE 8th September 2014

Venue:Seminar Hall
A very Good Morning Ladies and gentlemen. Honorable chief Guest of todays function,
Respected Principal, teachers, invited guests and my dear friends This is Juhi here and It gives
me immense pleasure to welcome you all to witness and participate in this Leadership conclave.
Firstly I would like to congratulate and thank the organizers for this incredible job.

I request______________ to escort chief guest of today function _________________ on the

Dias.
Thank you _____________

Now to breathe the soul on to this occasion with her melodious voice I call upon Vidya to
present an invocation song
Thank you Vidya
I would like to begin my talk with a very thoughtful quote by Malcolm Gladwell I Quote
"China can collapse tomorrow because there is no discussion. India's society cannot collapse. I
Unquote.
Discussion and talk are the fuel that keeps the engine of human civilization alive. Conclaves
like the ones organized today provide the platform and all the inspiration you need to get going.
So Ladies and Gentlemen, Feel the surge of enthusiasm engulf your heart as each Event pumps
you with new energy.
I on behalf of the Institution welcome all of you to the intellectual feast that will be the
Leadership Conclave which will reinvent, redesign and restructure what is Leadership all about.

Bernard Baruch has rightly said I Quote Millions saw the apple fall, but Newton was the one
who asked why I Unquote. So Keep the Why alive in you.
Today we would have interesting events, interactive session with the speakers at the
venue and many more things, Please go for it.
The Events will give you an adrenalin rush, the feel-good factor, and the energy to kick
start your day. So what are you waiting for? get going!
One such example is our Todays chief Guest, We feel honored to have with us - The
Honourable Chief Guest_____________, - Sir you hardly need any introduction, you have
made all of us proud by your distinguished work in numerous capacities. Shri - Born on Jan
19___, He is B.sc in 2005. Received various awards
from____________________________________________________. Ladies and Gentleman
I Present_____________________, one of the most celebrated dignitary .the man of distinct
vision and a fountainhead of illuminating ideas, an idol of knowledge and experience and
inspiration to all of us.
NOW I request_____________- to present the bouquet to the chief guest of todays function. I
heartily welcome you sir
Now I request __________to present the bouquet to principal. Welcome sir
Light is the symbol of knowledge to feel the divine presence of Almighty
Let us proceed with tradition of lighting the lamp. May the darkness of ignorance be swept
away by the dawn of self-realization, with this I request all the dignitaries on the dais to light
the lamp .Thank you one and all
Now I call upon
Its my immense pleasure to request the chief guest of todaysfunction ______________to
address the gathering
Thank you Sir for your thought provoking address.
Thank You Sir for giving Valuable insights which contribute to the value creation process.
Now I request ourHOD Sir to share his view and opinions, Thank you sir for the motivational
talk.
Now I call upon Poornima to propose vote of thanks.
Thank you for being the most wonderful audience.

Kiran Mazumdar Shaw redfined leadership she never wasted time in living somebody elses
dream, she dint let her voice drown in others opnion, she heard her innervoice and most
important had the courage to follow

Bom: March 23,1953

Chairman & Managing Director ofBiocon Ltd; India'sbiggest biotechnologycompany. In 2004, she
became
India's richest woman. Felicitated with Padmashri (1989) and Padma Bhushan(2005).

Kiran Mazumdar Shaw was born on March 23, 1953 in Bangalore. She had her schooling at
Bishop Cotton Girls School and Mount Carmel College at Bangalore. After doing completing her
B.Sc. in Zoology from Bangalore University in 1973, she went to Ballarat University in Melbourne,
Australia and qualified as a master brewer.

Kiran Mazumdar Shaw started her professional career as trainee brewer in Carlton & United
Beverages in 1974. In
1978, she joined as Trainee Manager with Biocon Biochemicals Limited in Ireland. In the funds for
her business. Banks were hesitant to give loan to her as biotechnology was a totally new field at
that point of time and she was a woman entrepreneur, which was a rare phenomenon, same
year, Kiran Mazumdar Shaw founded Biocon India in collaboration with Biocon Biochemicals
Limited, with a capita! ofRs. 10,000. She initiallyfaced many problems regarding funds for her

business. Banks were hesitant to give loan to her as biotechnology was a totally new field at that
point of time and she was a woman entrepreneur, which was a rare phenomenon.

Biocon's initial operation was to extract an enzyme from papaya. Under Kiran Maznmdar Shaw's
stewardship Biocon transformed from an industrial enzymes company to an integrated
biopharmaceutical company with strategic research initiatives. Today, Biocon is recognised as
India's pioneering biotech enterprise.

Biocon was founded on November 29,1978 as a joint venture between Biocon Biochemicals Ltd.
of Ireland and an Indian entrepreneur, Kiran Mazumdar Shaw. In 1979, Biocon became the first
Indian company to manufacture and export enzymes to USA and Europe. Unilever pic. acquired
Biocon Biochemicals Ltd. in Ireland in 1979 and merged it with its subsidiary, Quest International.
In 1989, Biocon became the first Indian biotech company to receive US funding for proprietary
technologies.

Biocon is a research-driven, global healthcare company with a strong matrix of capabilities along
the biopharmaceutical value chain. Focusing on unmet medical needs in cancer, diabetes and
inflammatory diseases. They offer novel therapies on a platform of affordable innovation.
They believe in strategic licensing partnerships which rapidly provide wider global access and
greater market penetration. More significantly, they will enable to deliver breakthrough
therapeutics to millions of patients the world over.

Over the years, they have systematically leveraged their technology platforms from enzymes to
small molecules to recombinant proteins and antibodies. Through partnerships and alliances,
Biocon has strategically moved up the value chain from supplying pharmaceutical bulk activities
to developing proprietary molecules and their own branded formulations.

1Q: From a trainee brewer to one of the richest women in India. What has gone into such a
successful journeydetermination, focus, honesty or a combination of all?
Ans: I think it is a combination of several factors. I am a very determined person who will
rise to any challenge thrown my way. I have a deep sense of values and integrity and will not
stand for dishonesty and injustice. A sense of purpose has been my underlying incentive.
'Succeeding against all odds has always given me a great high and I am really pleased to see
that we have built such a valuable organisation through a 100 per cent Indian effort. I am a
proud Indian and it means a lot to me to be recognised on the world stage. The world respects
wealth creation and today Biocon is perceived as a successful wealth creator. Biocon is about
doing things in a differentiated way daring to be different so that you stand out. I have also
been very fortunate to have a very competent and talented team, which has enabled Biocon
scale new heights.

2Q: What do you wish to achieve with Biocon?

Ans: In the next 10 years, my goal is to make Biocon a global biotechnology enterprise and
my dream is to see India as a global destination for biotechnology. We have Asia's largest Insulin
facility. Our ambition is to be among the top 10 Biotech companies globally.

3Q: How do you manage to take out time for your family?
Ans: It is important to have family support and co-operation to succeed in ones career. For
women especially, balancing home and work life may become difficult without adequate support
from the family. My husband has played a vital role in our success. I miss having a Child
Reporter: I understand Leadership is not only about gains but also about sacrifices.
4Q: What goes into a successful marriage?
Ans: A mutual trust and respect.
5Q: As a woman entrepreneur, would you like to give a piece of advice to the budding women
entrepreneurs?
Ans: If you have a vision, a plan and the conviction, you should follow it and success will
come your way. Biocon is testimony to a vision that a team of like-minded people with the same
drive to excel can achieve.

6Q: There are unfortunately many out there who need a helping hand from successful people like
you. Are you in any way attached to social activism?
Ans: I sincerely believe that it is important to give back to society - the very society that
has allowed us to attain the heights we have. We recognise our responsibility to India - her
health, education and environment. Our particular focus is on child welfare as we realise the
importance of investing in children, to positively impact their future. Biocon Foundation has been

established with the aim of identifying and implementing projects that will impact the social and
economic scenario in the country.
Reporter:
SHE IS India's Biotech Queena Bangalore native who has
transformed a small business operating out of her garage, into a 150 million dollar company.
Kiran Mazumdar Shaw started her professional career as a trainee brewer in Carlton & United
Beverages in 1974.
In 1978. she joined as a Trainee Manager with Biocon Biochemicals Limited in Ireland.
Collaborating with the same Irish firm, she founded Biocon India with a capital of Rs 10.000 in
1978 and has never looked back thereafter.
She has bagged several national as well as international honours - The Economic Times Business
Woman of the Year Award (2004). Padma Bhushan (2005), Wharton Infosys Business
Transformation Award (2006), are to name a few. Here, she shares her life experiences and more
with Redlines India Today. This is Juhi Reporting for Bangalore, Redlines India today.

Biocons Kiran Mazumdar-Shaw: Crafting a

Business Model to Marry Risk and Reward
Mar 01, 2012 Health Economics Arabic Asia-Pacific India Middle East & Africa

Running Indias most prominent biotechnology company in a risk-averse investment environment is a constant
balancing act for Kiran Mazumdar-Shaw, the founder, chairman and managing director of Bangalore-based
Biocon. Mazumdar-Shaw has crafted a business model for Biocon that balances stable revenues from its drugs
and research services with relatively higher-risk drug discovery programs. The company is focused on diabetes,
cancer, immunotherapy, kidney diseases and cardiology, in addition to custom research and clinical research
services. In January, Biocon announced revenues of Rs. 1,511 crore (US$308 million) for the first nine months
(April-December 2011) of the current fiscal year. This is up 11.51% over that of the same period last year.
However, its profit in those nine months fell 10% to Rs. 241 crore (US$49 million), which the company
attributes to volatile licensing income. In a discussion with India Knowledge@Wharton, Mazumdar-Shaw talks
about Biocons business hurdles and its roadmap to develop biotherapeutics for global markets. Biocons vision,
she says, is to become Indias leading company for diabetes and cancer drugs.

An edited version of the transcript follows.

India Knowledge@Wharton: You feature in the press regularly. Time was when we had cricketers, film stars
and others as celebrities, and not business leaders.
Kiran Mazumdar-Shaw: Young people need different types of role models. Entrepreneurs and business
leaders make good role models. If we could in some way actually influence change, which is what my real
focus is, it helps. I want certain things to change in this country. In my position if I cant make that happen, then
I am not leading.
India Knowledge@Wharton: What would you like to change in India?
Mazumdar-Shaw: Certainly our governance standards have to change. Thats the hot debate everywhere. What
are we victims of today? It is bureaucratic unaccountability. I know how ridiculous bureaucracy can be and how
much of a deterrent it can be to growth and progress.
Ill give you an example. Look at what is happening in clinical trials, one of the biggest opportunities for India.
Drug innovation in Western economies is really challenged because of the time and the cost of doing clinical
development. There arent enough patients who can undergo clinical trials in Western countries. We [in India]
have the patient population, the medical infrastructure and the investigators. This can be a huge business and a
huge innovation hub for the world.
But unfortunately, NGOs [non-governmental organizations] and the media in this country are like The News of
the World. They are such sensationalists. They dont want to get into the facts of the case and want to make a
big thing of small anecdotes here and there. And that has a big impact. They are saying we are a poor country,
and that pharmaceutical companies will exploit poor people and it is unethical. We are saying there are GCP
[good clinical practices] guidelines [and] informed consent and that companies are not going to pull people off
the streets and put them into a clinical program without going through the proper procedure.
Clinical development in any part of the world cannot be 100% risk free, but there are enough regulatory
safeguards built in to make sure people dont suffer adverse effects in an undue way. If there are people
violating that, penalize them, but dont paint the whole industry with one black brush.
India Knowledge@Wharton: While you cope with those bureaucratic problems, the business environment
worldwide for biotechnology is volatile, and that must affect Biocon, too.
Mazumdar-Shaw: There are very different business models being pursued in the U.S., which is the mecca of
biotechnology, and in Asia. The U.S., which is home to the largest and most successful biotechnology
companies, has focused on biotech innovators being funded entirely by VCs [venture capitalists] and the capital
markets. What America has done exceedingly well is [that] it has allowed access to the capital markets for
biotech startups. The capital markets there are willing to support biotech innovation and stick with it for years.
Compare that to Asia, where innovation is high-risk and therefore not investor-friendly. Investors dont want to
invest in companies that are focused only on innovation. That is why we had to look at a very different business
model.
India Knowledge@Wharton: More than five years ago, you told Knowledge@Wharton about developing a
hybrid business model for Biocon, with one part focused on delivering outsourced research, clinical
development and diagnostic services, and the other part focused on new drug discovery programs. How has that
worked out?
Mazumdar-Shaw: The business environment [for biotechnology] in India is not enabling. When I set up
Biocon in 1978, the environment was not just frugal but also hostile. There was no VC funding, very high-

interest debt was available, and you needed a license for everything. I set up this company in those difficult
conditions realizing that I had to be self-sustaining and create an island of excellence.
I had a couple of objectives when I set up Biocon. I was keen on innovating. The whole culture [at that time]
was around re-engineered, low-cost technologies or licensing technologies. This was an opportunity for me to
change that paradigm. Unlike most companies that treated R&D like a tax break, I wanted it to be integral to my
strategy. [Biocon's R&D spending in the first three quarters of its current financial year was Rs. 110 crore
(US$22 million) -- about 7% of its revenues.]
India Knowledge@Wharton: How does your business model allow for spending on innovation?
Mazumdar-Shaw: The model we chose was a hybrid model of low-hanging revenue-earning, low-risk and
predictable business on the one side. The other stream is the slightly higher-risk and longer-stream business. [At
present], our revenues come from the medium to low-risk businesses: research services, APIs [active
pharmaceutical ingredients, which Biocon supplies to other pharmaceutical companies] and branded
formulations. They are helping us generate enough cash to support our higher-risk businesses like our novel
therapeutic programs [such as for oral insulin and psoriasis].
India Knowledge@Wharton: You have sharpened Biocons focus areas with key partnerships and along
specific business lines. Could you walk us through those?
Mazumdar-Shaw: Over time, our business model has been refined further. Today we are looking at several
verticals we want to pursue. In our insulins vertical, we partner with Pfizer. In the biosimilar mAbs [monoclonal
antibodies] vertical we have partnered with Mylan. [Biocon and Mylan, a specialty pharmaceuticals and generic
drugs company based in the U.S., are jointly developing biopharmaceutical alternatives to drugs going off
patent.] Our next vertical is our branded formulations business, which is about building the Biocon brand in
India and in some other markets in diabetes, cardiology, oncotherapeutics, etc. This business is growing very
robustly.
The branded formulations market is dominated by Indian generic drug companies. Here, we have a
differentiated strategy in that our divisions are anchored by biologics, and not by small molecule generics. Our
diabetology division is anchored by insulins, and oncotherapeutics is anchored by our novel proprietary drugs.
Every one of these segments is anchored by products we make and largely by biologics. We also have other
generics in our portfolio where we compete with other companies.
We have a small molecules vertical which includes all our APIs the statins, immunosuppressants,
prostaglandins or the peptides we are coming out with. In our novel programs vertical, we have oral insulin,
cancer vaccines, etc. We also have our research services vertical, where we provide custom and clinical
research.
India Knowledge@Wharton: How are you moving ahead with all these verticals?
Mazumdar-Shaw: Insulin is a global play with Pfizer. Here, we have to focus on developing these products for
the regulated [developed] markets. For the emerging markets, we have a strategy where Pfizer can have early
entry. Pfizer is going to market it; we are going to develop it and do the regulatory filings. [In October 2011,
Biocon launched InsuPen, a device to deliver insulin.]
Our oral insulin is a novel play [different from the insulin partnership with Pfizer]. Its a paradigm shift in the
way you manage diabetes. Today, because insulin is an injectable, patients delay using it until the very late,
advanced stage of diabetes. Early insulin use, which is very important, is not being advocated. Oral insulin has
the opportunity to change that.

In biosimilar biologics, we have a global play with Mylan. Both companies are investing in taking it to the
market. Biosimilars are extremely expensive to develop unlike small molecule generics. The regulatory
requirements are steeper and more complex. Innovators are lobbying very strongly to make it very difficult and
complex so that not too many people can spoil their party.
Generics now have become a commodity but biosimilars are not yet commoditized. Globally there are maybe
10 companies with the capability to develop biosimilars, and we believe we are one of those.
In branded formulations, we want to aggressively build the business. We have chosen three areas: autoimmune
diseases, cancer and diabetes. We want to be the diabetes company in India in the next five years. And if our
oral insulin becomes a reality, we will be. Our oral insulin launch will take three years probably in 2015. We
also want to be the cancer company of this country. In autoimmune diseases, we are developing drugs for
psoriasis, rheumatoid arthritis, etc. Psoriasis, for example, has been treated with steroids or some ointment or
phototheraphy. They have never used biologics, which is getting to the heart of the problem. If we are lucky we
might be able to launch it in India in late 2012.
India Knowledge@Wharton: What is the market potential for each of your business areas?
Mazumdar-Shaw: The worldwide market for insulin is US$20 billion, and it is growing in double digits. The
market for biologics going off patent in the next 10 years is much bigger. The non-generics space alone is worth
upwards of US$50 billion; the entire market will be about US$100 billion. Our novel programs where we are
developing oral insulin and drugs for autoimmune diseases are a multibillion-dollar opportunity. In cancer
drugs, we have at least a US$1 billion opportunity. If you look at the value we can unlock with all these
programs it is substantial.
India Knowledge@Wharton: What are the obstacles you face? Is access to capital one of those?
Mazumdar-Shaw: It is not access to capital. We are generating enough cash to fund our needs. We have also
found that partnering is a very good option for us. Partnering has given us all the capital needed for
development we share the downsides and the upsides. I am cautious about taking the acquisition route that
most companies find exciting. I dont think acquisitions give you the returns you are looking for.Our business
strategy is about leveraging the cost base in India to deliver innovation, because taking drug candidates to
proof-of-concept in India is very affordable. You get to unlock huge value when you get to proof-of-concept.
India Knowledge@Wharton: That brings me to rising wage levels in India. How do you protect your arbitrage
opportunity?
Mazumdar-Shaw: Yes, wages are rising. If you compete just on the basis of cost, that arbitrage opportunity is
going to get obliterated very soon. Top-end talent is really expensive in India, and there is no difference in that
cost between the U.S. and here. But the arbitrage opportunity exists in the lower-end talent, where India is
between one-fifth and one-third cheaper. What I also find attractive in India is you can create R&D
infrastructure at a much lower cost. When you look at drug innovation, 70% of the cost of drug development is
for clinical trials; and early stage discovery research is 30%. Biocon can offer end-to-end services. It is
integrated and not [just] a component play.
At Syngene [a Biocon subsidiary focused on custom research], the BMS Biocon Research Center [with BristolMyers Squibb] is one such integrated research hub. It is managed as a separate research hub for BMS. They
already have two products in the clinic. The productivity and the R&D costs they are incurring for getting into
the clinic is really, really attractive. That is the next play for Biocons R&D services. At Clinigene [another
Biocon subsidiary, focused on clinical trials and regulatory filings], not only can we do discovery research but
[we can] also take drugs into the clinic.

India Knowledge@Wharton: Enterprise value is something you would want to build as an entrepreneur. At
some point, are you likely to look for a suitable partner or buyer for Biocon?
Mazumdar-Shaw: I dont think that is an option for me. I am really sticking to my core. Right now I realize
my research pipeline has not been valued. Once I unlock value through oral insulin, our drugs for psoriasis and
rheumatoid arthritis, and others, I will start seeing huge values being unlocked and that will get reflected in our
enterprise value.
Today its very difficult in India where investors are so used to a predictable business model, and where they
dont want to ascribe any value to innovation. It is very difficult for people to understand what our enterprise
value is all about. [At present] my enterprise value hovers between US$1.6 billion and US$2 billion. Actually, it
should be double that.
There is a hidden value in Biocon and I want to unlock that. Thats a value most biotech companies in the U.S.
enjoy. Why does a small company in the U.S. enjoy a huge enterprise value today? Or, why does a loss-making
company there have an enterprise value of a billion dollars? It is because of very interesting technologies they
are developing. Biocon has many of that, but I have zero values being ascribed to those technologies. Today my
oral insulin is valued at zero. I am not in this desperate hurry to create that enterprise value and get accolades
and pats on my back. I am going to do it systematically. I want to educate this market about the value of
intellectual property thats another influence change I want to achieve. I am very confident I can do it.

The chairman and managing director of Biocon admires people

who dare to do things differently
Shweta Punj

August 30, 2011

It takes originality and a strong will for a woman to first study brewing, and then to turn to a
nascent industry when hurdles in the brewery business prove insurmountable. Kiran MazumdarShaw, Chairman and Managing Director of Biocon, India's first biotechnology company (it was set
up in 1978) has plenty of both. As someone who made unconventional choices - brewmaster,
biotechnology pioneer, to personal life choices (she married at 44) - she says she admires people
who dare to do things differently.
Her confidence, and her conviction in her idea at a time when the biotechnology industry barely
existed, impressed Narayanan Vaghul, former chairman of ICICI Bank and founder of ICICI
Ventures, at their first meeting. "It was difficult to not to place faith in her... she walked into my
room, we spent half an hour talking, and I could see she had fire in her belly." Mazumdar-Shaw,
for her part, says Vaghul funded a technology that proved crucial for her business. "When I
wanted to scale up our technology, I could not find anyone in India," she says. "There was no
venture funding. No bank wanted to touch it. Nobody wanted to fund a home-grown technology
by some young scientist. But Vaghul said: 'These are exactly the kinds of things we want to fund
in this country.'"

Biocon head Kiran Mazumdar-Shaw says the award goes hand in hand with responsibilities
Mazumdar-Shaw used that technology to develop enzymes for Ocean Spray, an American fruit
juice company. "Till today, that enzyme has not been replaced," she says with pride. "It feels so

good that we did all that here, in Bangalore."

Biocon, today a billion-dollar
company and Asia's largest
biopharma concern, started in the
garage of Mazumdar-Shaw's rented
home in Bangalore, with seed capital
of Rs10,000 (around Rs4 lakh today).
When she set up what is now one of
the top 20 biotechnology companies
in the world, banks wanted her father to be a guarantor.
Mazumdar-Shaw disagreed on principle. "I would argue that I am
Managing Director, and bank norms require the MD to stand
guarantee," she says. "Why am I different?" When she met the
General Manager of Canara Bank at a friend's wedding reception,
she complained about the bankers' attitude.
The next day, the manager called her to say the loan had been
sanctioned. The company's shift in the late 1990s from enzymes to
biopharmaceuticals made global scale possible. But for MazumdarShaw, the eureka moment was its 2004 initial public offering, or IPO.
It was oversubscribed by 33 per cent. "See, until you have worked
hard and go for an IPO, you will not realise the value of what you
have built."
If Mazumdar-Shaw had succeeded at becoming a brewmaster,
Biocon would probably not exist. But in the 1970s, brewing was a
male-dominated industry, and she could not get a job. She says:
"The words were: 'You're a woman. It is difficult for a woman to deal
with labour unions. You are high-risk. Can you command the respect
of your male colleagues?'" Today, things have changed drastically. "It
is interesting to see how the people who said, 'I have 15 minutes for
you' are in awe of me.'" Mazumdar-Shaw, who is one of India's
richest women, says she is a self-taught entrepreneur.

CAREER TURNING POINT

Transforming our business from
industrial enzymes to
biopharma
WHEN THE GOING GETS
TOUGH
It brings out the best in me
BUSINESSPERSON I ADMIRE
THE MOST
As a businesswoman, I admire
Indra Nooyi, because of the way
she is transforming Pepsi into a
'healthy' fast food organisation
PRICE I PAID TO BE HERE
I don't think of it that way!
BIGGEST ADVANTAGE OF
BEING AN MPW
I can influence change
LAST TIME I USED MY MPW
TRUMP CARD
You don't need to 'play' this
card. MPW is a membership
card to the league of business
leaders

Kiran Mazumdar-Shaw
Among the influences in her life, she counts Vaghul, the banker who thought
differently; Raghunath Mashelkar, promoter of science and technology in
India; and cardiac surgeon Dr Devi Shetty, architect of the world's cheapest
health insurance scheme.
But there is reverence in her voice when she talks about her father, whose
ashes rest under the almond tree outside her office. She describes his role in
her success. At a time when fathers did not take their daughters' intellect
very seriously, Mazumdar-Shaw says hers told her: "I want you to use your
knowledge to do something meaningful."
While the 25-year-old Mazumdar-Shaw was setting up Biocon, her friends
were getting married. It was her father who encouraged her to stay the
course. "When I started the company, my father was so excited for me," she says, her eyes
moistening.

Her father taught her that people were the most valuable asset in business. She says: "My dad
always said, 'Treat them with respect. Everyone has something to contribute.'" Her ground-level
office on Biocon's leafy campus has a relaxed, informal feel, and her door is always open. Her
staff is fiercely protective of her.
Her vision for the company has evolved from the goal of improving India's scientific record to the
dream of "a made-in-India novel drug". When she talks about Biocon's plans to take insulins
global and move from cancer care to cancer cure, her enthusiasm seems almost childlike.
Behind many dreams that come true, there is a choice that many might quail at. "I got married
only at 44," says Mazumdar-Shaw. "My work was so important that I didn't even think about
having a family. I miss having a child. But that's a sacrifice." She says she is happy with all that
she has achieved. "I have made discoveries about myself, and have learnt to get ordinary people
to do extraordinary things," she adds.

MOST POWERFUL WOMEN - HALL OF FAME

(Click on their names to know their success story)
Naina Lal Kidwai

Swati Piramal

Chanda Kochhar

Shikha Sharma

Kiran Mazumdar-Shaw

Mallika Srinivasan

OTHER MOST POWERFUL WOMEN

(Click on their names to know their success story)
Aruna Jayanthi

Zia Mody

Nandita Gurjar

Roopa Kudva

Chiki Sarkar

Zarina Mehta

Renu Sud Karnad

Vinita Bali

Jyotsna Suri

Leena Nair

Meena Ganesh

Vinita Gupta

Kirthiga Reddy

Shobhana Bhartia

Ekta Kapoor

Preetha Reddy

Falguni Nayar

Vishakha Mulye

Archana Hingorani

Kalpana Morparia

Ashvini Yardi

Vedika Bhandarkar

Nita Ambani

Renuka Ramnath

Ashu Suyash