Leadership style

Submitted by-
Abhishek Vairale

Leader: Anand Mahindra,

chairman of Mahindra Group
Brief introduction
 Anand Gopal Mahindra (born 1 May 1955) is an Indian billionaire
businessman, and the chairman of  ‘Mahindra Group’ , a Mumbai-based
business conglomerate.
 He is a grandson of Jagdish Chandra Mahindra, co-founder of Mahindra
& Mahindra
 The group operates in following sectors –

Aerospace Finance and insurance

Agribusiness Industrial equipment
Aftermarket Information technology
Automotive leisure and hospitality
Components logistics
Construction-equipment Real estate
Defense Retail.
Energy
Farm equipment
Companies & divisions that come under the leader(Influence)
• Mahindra Aerospace
• Mahindra First Choice Services
• Mahindra First Choice Wheels
• Mahindra Agribusiness Division
• EPC Mahindra
• Mahindra & Mahindra
• Mahindra & Mahindra
• Mahindra Truck & Bus
• Mahindra Reva
• SsangYong Motors
• Mahindra Two Wheelers
• GenZe
• Pininfarina
• Automobili Pininfarina
• Peugeot Motocycles
• Engines Engineering
• Mahindra Castings
• Mahindra Composites
• Mahindra Engineering
• Mahindra Gears and
Transmissions
•Mahindra Forgings
•Mahindra Hinoday Ltd
•Mahindra Intertrade
•Mahindra Sona Ltd.
•Mahindra Steel Service Centre
•Mahindra Systech
•Mahindra Ugine Steel
•Metalcastello S.p.A
•Mahindra Integrated Business Solutions
•Mahindra Consulting Engineers
•Mahindra Logisoft
•Mahindra Special Services Group
•Mahindra & Mahindra – Military Defence Division
•Defence Land Systems
•Mahindra United World-College of India
•Mahindra École Centrale
•Mahindra & Mahindra – Energy Division
•Mahindra Solar One
•Mahindra Susten Pvt. Ltd., formerly (Mahindra EPC
Services Pvt. Ltd.)
Companies & divisions that come under the leader(Influence)

• Mahindra & Mahindra – Military Defence Division • Mahindra Insurance Brokers

• Defence Land Systems • Mahindra Rural Housing Finance
• Mahindra United World-College of India • Mahindra Mutual Fund
• Mahindra École Centrale • Mahindra Holidays and Resorts
• Mahindra & Mahindra – Energy Division • Mahindra Conveyor Systems
• Mahindra Solar One • Tech Mahindra
• Mahindra Susten Pvt. Ltd., formerly (Mahindra • Mahindra Comviva
EPC Services Pvt. Ltd.) • Bristlecone
• Mahindra & Mahindra – Farm Equipment Division • CanvasM
• Mahindra USA Inc • Mahindra Logistics
• Mahindra Yueda (Yancheng) Tractor Co • Smart Shift
• Mahindra Tractors • Mahindra Marine Private Limited
• Erkunt Tractor • M2ALL – Official Mahindra e-store
• Gromax Agri Equipment Ltd. (erstwhile Mahindra • Mahindra Lifespaces
Gujarat Tractor Ltd) • Mahindra World City
• Mahindra Swaraj • Mahindra Retail
• Jiangling Tractors • Mahindra United FC
• Mahindra & Mahindra Financial Services Limited • Mahindra Racing
• Mahindra-NBA Partnership
• Mahindra-Celtic Football Club
Partnership
Early life, Education and Influences
• Anand Mahindra is the third generation in Mahindra family, a
business started in 1945 by his Grandfather, J.C. Mahindra.
• Anand Mahindra was born on 1 May 1955 in Bombay, India to the
late industrialist Harish Mahindra and Indira Mahindra.
• He completed his early schooling from Lawrence School, Lovedale,
in Ooty, Tamil Nadu, India.
• He then went on to study film making and architecture from
Harvard University where he graduated with magna cum
laude(Higher distinction) in 1977.
• In 1981, he completed his MBA from the Harvard Business School.
• Anand was born into a well-known business family, and was
conscious of this fact. On completion of his higher education, he
showed interest in his grandfather's business, and subsequently
joined it.
Career
• In 1981, he returned back home to India, and joined the Mahindra Ugine
Steel Company. Anand Mahindra's first role in the business was as an
executive assistant to the finance director in 1981 for Mahindra Ugine Steel
Company (MUSCO), the country's foremost producer of specialty steels.
• Gradually in 1989, he climbed up to the post of the President and Deputy
Managing Director, and diversified the company into new business areas of
real estate development and hospitality.
• He was appointed the post of Deputy Managing director of M&M in 1991,
Managing Director in 1997 and Vice chairman in 2003.
• He was also a co-promoter of Kotak Mahindra Finance Ltd, which was
converted into a bank in 2003, and rose up to the position of leading private
sector banks.
• In 2012, he took on the role of Chairman of the board and Managing
Director.
• In November 2016, Anand was re-designated as Executive Chairman of
Mahindra & Mahindra Ltd and continued to be the Chairman of Mahindra
Group
Leadership style

 Always think big.  

 Mr. Anand Mahindra believes in thinking big. He always says that
thinking big is the first foundation for any aspiring entrepreneur or
businessman for building a business empire.
 Hard work
 Mr. Anand Mahindra also believes very firmly in working hard. He
believes that no matter how good your idea or concept is, or how much
funding you have if you are not willing to work hard you will not succeed.
 Resolve Peacefully
 He thinks that not only in professional life but in personal life also this
principle can be applied and positive changes like better decision-making
skills and increase in overall productivity of an individual can be seen.
Leadership style (Contd.)

 Keep Learning
 An individual also becomes more calm, intellect and wise when he
continuously keeps on gathering more and more knowledge.
 Focus on Localized Resources
 Courage to take up challenges
 Acquisition of Satyam
 Real estate, Banking, Hospitality and many other ventures and
businesses
 Foresight
 Decision to diversify
 Creativity and Innovation
 Experimental-Risk taking
Communication Style

 Very organized and clear while communicating his views and

thoughts
 This inspires people to join him in his quest, even when they
are incapable of seeing what he sees eg. Mahindra ‘Rise’
 Very good listening skills
 He listens the other person without interrupting (Does not
interpose and let others finish their talks first)
 Attentive but Relaxed
 Expressing gratitude and Appreciation
 Most of the times he expresses his gratitude and
appreciation before beginning a actual talk(especially in
Leadership talks, Interviews, meetings and press
conferences) or at the end of the talk.
Communication Style(Contd.)

 Effective audience engagement through confident body

language
 Direct, Specific and Clear while speaking
 Positive and Respectful towards listeners
 Cite interesting facts and quotes from different books
while speaking
 Very active on social media Viz. twitter with 7.7 M
followers, He keep on sharing lot of interesting business
& non-business articles, videos, Humorous things on
twitter.
Some of the key areas driving Business Growth

 Diversification of Business
 Mergers and acquisition(Satyam, Peugeot Motorcycles, Kotak
Mahindra, Pininfarina)
 Domestic manufacturing.
 Increased public policy focus on small businesses.
 Nurturing the entrepreneurial small sector.
 Changes in archaic labor laws.
 Leverage the firms that are going slow.
 Increase the share of manufacturing in GDP.
Some of the key leadership/industry challenges

 Government’s increasing focus on fuel efficient technology

 Cab aggregators like Ola and Uber debilitating the car sales
  Ever-expanding Chinese market
– In the last fifteen years China has been the leading automotive market. 
 Balancing the demands of technology and government
– to make the right technology choices to cater to changing social
preferences in a changing regulatory environment.
 Visa & Immigration Norms in Western countries (big challenge for IT division
of the group)
 Obsolescence
– Clearing out the BS 4 Inventories was really a big challenge(Automotive)
– Shifting to Agile delivery work model (For IT division) when Clients started
preferring Agile & collaborative approach over waterfall model
Financial Performance

 Profitability:
 FY 2016-17: ₹ 3698 Cr
 FY 2017-18: ₹ 7510 Cr
 FY 2018-19: ₹ 5315Cr
 Revenue(Sales) Growth:
 Mar 2017: ₹ 83773 Cr
+9.93%
 Mar 2018: ₹ 92094 Cr
 Mar 2019: ₹ 104721 Cr +13.71%

 Market Cap: ₹ 41280 Cr

Leader’s overall strategic vision for the company or
the group

 Mahindra’s new vision for his team — to be innovative and

Rise above the ordinary.
 This vision has found expression through a new brand
positioning and a new “core purpose” and tagline for the
group — “Rise”
 Rise is built on three pillars: accepting no limits, alternative
thinking and driving positive change
 “Rise means achieving world-class standards in everything
we do, setting new benchmarks of excellence and conquering
tough global markets,” according to Mahindra.
Leader energizing employees

• Terming the corona virus pandemic as a "crisis of a magnitude that we have

never faced before" Mahindra Group Chairman Anand Mahindra  asked
employees of the conglomerate to use the lockdown period to relook at
personal and professional way of life to prepare for the future and to serve
the "post corona world“
• He had suggested during the last global recession on how to use the "down
time to Reboot, Reinvent and Reignite" through introspection of the way
things are currently done and then doing them better.
• Mahindra has created a culture that encourages employees to push
boundaries . Mahindra group has a team called JOSH consisting of
enthusiastic associates who make a difference through events involving
aspects of Fun, Connect, Delight & Digitization. These activities really
energize the employees.
• He created platform ‘Rise’ to enthuse people to enable them to seize
opportunities and fight challenges
Culture of Innovation

 Adopted ‘FUTURISE’, a 3D framework which shapes their

ambitions to transform themselves into a global innovation
powerhouse driven by Technology.
 Emphasis on advanced robotics, futuristic design, electric
racing, connected vehicles and smart technology.
 Mobility, Urbanisation, FarmTech, IT are the key focus areas
for innovation.
 Investment in Technology and Innovation is greatly endorsed
with 4% part of group’s revenue.
 Patent applications have also increased to 202.
 Established Innovation centres in India, South Korea, North
America, Italy, Japan, etc.
Inculcated Customer Centricity into their overall way
of dealing with their Stakeholders

 Mahindra group has people who work non-intrusively with

various teams such as delivery, sales, and support functions to
elicit the most positive customer responses and outcomes.
 Going Digital- In order to covers all the customer touch points
in the sales and service process meeting the customers’
needs in efficient manner.
 Use of High end Technologies and social media for ensuring
customer centricity-
 Big data analytics for targeting
 Sentiment analysis to figure out positive and negative
expressions of customers about our brand
 Digital and social media to engage customers
Inculcated Customer Centricity into their overall way
of dealing with their Stakeholders

 Feedback from consumers is constantly being monitored and

efforts are made to incorporate it wherever possible.
 Tech Mahindra, IT division of a group has Customer Centricity
Offices (CCO)
 Which track all the critical customer escalations and also
consult aid and expedite the necessary actions that are
required to close these escalations quickly by working
together with the teams.
  Include meeting customers pro-actively to understand the
pulse on the ground, monitoring customer concerns if any,
and measuring customer satisfaction through customer
survey known as NPS (Net Promoter Score) or CaPS
(Customer as Promoter score) via a third party.
leader’s attitude towards competition

 Anand Mahindra firmly believes that if quality, reliability and durability is

offered at affordable price company can stand out from the competition
 Price value equation is forte
 Adoption of an aggressive (competitive) pricing strategy is sometimes
required
 In a bid to regain lost ground in the utility vehicle (UV) segment,
home-grown auto conglomerate Mahindra and Mahindra Ltd had
adopted an aggressive pricing strategy for the third-generation model
of its XUV500 SUV (sport utility vehicle) costs almost Rs50,000 less
than the on-road price of the outgoing second-generation variant.
 Frequent launches of new products and services
 Sharing vehicular architecture platforms (with Ford Motor Co. and its
Korean subsidiary Ssangyong Motor Co.)
 Sharing platforms brings costs down to a third of the original and
reduces lead times of model development to two years from four
leader focused on both organic (from within) and
inorganic (by acquisition) growth
 Anand Mahindra focused on both organic (from within) and inorganic
growth.
 Mahindra group has displayed its organic growth through research &
development, Innovations and diversification of business in different
fields.
Eg. Arjun NOVO (A first-of-its-kind tractor that maximizes productivity and
provides best fuel efficiency), Blazo(superior fuel efficiency and
unmatched power; as required, depending on the load and road
condition) and many other.
 Mahindra group has believed in Inorganic growth as well.
 According to Anand Mahindra, Mergers and acquisition are very
essential to enhance competencies and geographic reach.
 Acquisitions help in building new clients, infiltrate a new client s,
geographies and Technologies, etc.
Mahindra & Mahindra’s acquisitions over the past decade
Focused on profitability?

 Compared to profit, Mahindra focussed more on acquiring a

market share and expanding the footprint across the global
market.
 Mahindra group also focussed on diversification of business
and taking risks. It had bounced back from many failures like
entering into commuter bike segment, Mahindra Renault Joint
venture, etc.
 Providing quality, reliable and durable products has remained
the area of interest for Mahindra
 It’s balanced price-value(economic value) equation has been
ultimately fetching a good profits & Business.
leader shared wealth with stakeholders? (Valuations,
dividends)

 The company has good dividend track report and has

consistently declared dividends for last 5 years
 For the year ending March 2019 Mahindra and Mahindra has
declared an equity dividend of 170% amounting to Rs. 8.5
per share.
 Wealth is shared with stakeholders
 Return on equity is 13.42% at present, which is quite good.
 The less leveraged balance sheet compared with peers has
also contributed in good dividend yield.
The leader’s passions outside work

 Hobbies and interests

 Anand Mahindra likes sailing, reading and playing tennis.
 Anand Mahindra is passionate photographer with strong
liking for films.
 He has helped to set up an annual Mahindra Blues Festival in
Mumbai, 2011.
 He is very active on Twitter and often finds time to engage
with his followers.
 He frequently shares his business ideas and views, through
writing in some of India's leading business magazines.
Leader’s impact on society: CSR
 Anand Mahindra impacted the society through number of CSR activities
carried out by the group
 Project Nanhi Kali
  Indian non-governmental organization that supports education for
underprivileged girls in India. Founded by Anand Mahindra in 1996,
it is jointly managed by the Naandi Foundation and the KC Mahindra
Education Trust, which is part of the corporate social
responsibility activities of the Mahindra Group.
 ‘Mahindra Pride School
 livelihood training to socially and economically marginalized youth
 scholarships and grants to needy and deserving students
 ‘Hariyali’, an environment initiative that encourages people to plant
more trees.
 Health initiatives, including Lifeline Express, a mobile train hospital, and
disaster relief.
What make the leader unique? What really appeals to
you?

 Ability to bounce back and ability to take risks

 Optimism
 Simplicity
 Foresight
 Effective audience engagement.
 Active presence on social media despite his busy
schedule.
 Citing the interesting facts and quotes from
different books while speaking or addressing.