Leadership – Kumar Mangalam Birla

GLOBAL LEADERSHIP STRATEGIES DR. M. VENKATESAN SUBMITTED BY – JOSHIL A K BKC – MUMBAI ROLL NO - 18

Is he an Effective Leader?
“Effectiveness is measured by the extent to which a leader has enhanced the performance of the organization & achievement of Goals”

Mr. Birla took over as Chairman of the Group in 1995; In the process he has raised the Group's turnover from US$ 2 billion in 1995, to US$ 35 billion today. Mr. Birla has restructured the businesses to emerge as a global/national leader in the sectors in which the Group operates. He has made 22 acquisitions in 17 years in India and globally, the highest by an Indian multinational in India

Recognition & awards RECOGNITION BY VARIOUS AUTHORITIES AWARDING MR. KUMAR MANGALAM BIRLA FOR HIS LEADERSHIP “Proof Of his Effectiveness As A Leader” .

'The Global Indian Leader of the Year' by NDTV Profit in their Business Leader Awards category.2011' from Condé Nast India. 2006. .  'CNN-IBN Indian of the Year 2010 . 2007.  The Lakshmipat Singhania – IIM Lucknow National Leadership Award.Recognition – Business Leader   NASSCOM's 'Global Business Leader Award' 2012.  The All India Management Association's (AIMA). Managing India Awards 'Business Leader of the Year' 2010.Business' for being the most outstanding business person and making a success out of most of the businesses including the sunrise sector. 2007. Business Leader. The Asia Pacific Global HR Excellence 'Exemplary Leader' Award.    The 'AIMA-JRD Tata Corporate Leadership Award' 2008. 'GQ Business Leader of the Year Award . an affiliate of Condé Nast Global.

Business World. . 2001. 'The Rajiv Gandhi Award' for "business excellence and his contribution to the country" by the Mumbai Pradesh Youth Congress. 2001.       The National HRD Network. 'Among the 10 super stars of corporate finance' .Recognition – Business Leader  'The Business Leader of the Year'.2003' by Business India. 1998. 'The Outstanding Business Man of the Year'.   'Business Man of the Year . 2001. The Institute of Directors' 'Golden Peacock National Award for Business Leadership'. 2001. The Hindustan Times'. The Economic Times Awards for Corporate Excellence 20022003. 1998. 'Among the top 10 of India's most admired and respected CEOs and the top CEO of the coming millennium'. The Bombay Management Association's 'The Management Man of the Year 1999-2000'. 'Businessman of the Year'.Global Finance.

Chosen by the World Economic Forum (Davos) as one of the Young Global Leaders. 2004. . 2005.  'Honorary Fellowship' by the All India Management Association. 2005. Monaco in June 2006. 2004. where he was inducted as a Member of the Ernst & Young World Entrepreneur of the Year Academy. Represented India at the Ernst & Young World Entrepreneur Award in Monte Carlo.Recognition – Young Leader   'Young Super Performer in the CEO Category' by Business Today.   'The Ernst & Young Entrepreneur of the Year' Award.

Pant University of Agriculture & Technology. 2004.Recognition – Other Contribution  'CNBC-TV18 India Business Leader Award 2012' for "taking India abroad".  "For the development of technology and also for the involvement in the field of industries in bringing the country at par with other countries in the field of industries". 2008. . the SRM University in Tamil Nadu conferred the Degree of Doctor of Literature.  The Honorary Degree of Doctor of Science (honoris causa) in 'recognition of his invaluable contribution in the field of business administration' by the G.  'The D. Litt (honoris causa) Degree' by the Banaras Hindu University. D. 2008.

Achievements A BRIEF SUMMARY OF HIS ACHIEVEMENT AND SUCCESS .

Achievement – Global  The world's largest aluminum rolling company  No.1 in viscose staple fibre  No.1 in carbon black  Biggest producer of primary aluminum in Asia  The fourth-largest producer of insulators  The fifth-largest producer of acrylic fibre  Among the top 10 cement producers  Among the best energy-efficient fertiliser plants  The largest Indian MNC with manufacturing operations in the USA .

India  A top fashion (branded apparel) and lifestyle player  The second-largest player in viscose filament yarn  The largest producer in the chlor-alkali sector  Among the top three mobile telephony companies  A leading player in life insurance and asset management  Among the top two supermarket chains in the retail business  Among the top 10 BPO companies .Achievement .

000 villages Reaches out to seven million people. spearheaded by Mrs. Egypt. has set up the FICCI – Aditya Birla CSR Centre for Excellence. Birla has institutionalized the concept of caring and giving at the Aditya Birla Group   Works in 3.Beyond Business Mr.000 children receive free education   Its 18 hospitals tend to more than a million villagers In line with its commitment to sustainable development. over 18. Asia. which provide quality education to 45. education. . annually through the Aditya Birla Centre for Community Initiatives and Rural Development.000 children. Philippines. Rajashree Birla  Focuses on healthcare. infrastructure and espousing social reform in India. in Delhi. Korea and Brazil  Runs 42 schools. has partnered with the Columbia University in establishing the Columbia Global Centre’s Earth Institute in Mumbai  To embed CSR as a way of life in organizations.Achievement . Of these. sustainable livelihood.

News LEADER IN NEW’S .

because more people need to be making high quality decisions.News Article’s “Birla Group he has focused on fine tuning the group's talent pool. and giving them space. developing them. nurturing them." asserts Birla. we have to spot.” . "decisions need to be made at every level and decisions need to be quick. More than 350 senior managers left the group” "Management means attracting talented people.“ “Birla has created a system based on meritocracy” “The group is considered among the top 20 preferred employers in Asia. If this meant taking hard decisions Birla did not shy away. incubate and groom talent at every level of the organization. So.

" says Birla . This leads to information sharing and also encourages healthy competition in the group” “Birla believes --"It is very important for people who are doing well to be told they are doing well. "If one were to encapsulate it (the group strategy) in a single word .the dominant strategic theme over the past four years has been consolidation." He unified his diverse companies under the Aditya Birla Group head.News Article’s “Birla instituted the Aditya Birla Sun awards where each group company makes an open presentation on their successes and failures to a group of 400 managers from different group businesses.

a greater gap between personal and office life. Commonalities include performance orientation. Differences include more informal interaction with managers from top to bottom. But while on one hand Birla nurtures employees. close attention to budgets.News Article’s “Birla is his father's son. on the other he is very careful about performance measures” “Birla is equally adamant about strict adherence to policies and procedures that have been discussed and approved” . but he has gradually developed his own personal management style. a strict eye for detail. and a strong emphasis on financial performance” “A 360 degree feedback program that allows managers to question even Birla's own leadership style and does away with the 'babu culture' prevalent in the group.

Kumar is a low profile person. He has the ability to get on with both the old guard and the new turks. Birla has restructured the businesses to emerge as a global/national leader in the sectors in which the Group operates” . Soft spoken and insistent Birla likes to be directly involved” “But I was so overawed with his simplicity.News Article’s “People skills are Birla's biggest strength. with a sense of humor and the rare ability to laugh at himself” “Mr.“---an employee says “Mr. If I had to take that decision all over again I'd do the same. and his ability to explain simple things without trying to sell the job. his genuineness.

Thailand and China. plantations in Laos. the Aditya Birla Group enjoys a position of leadership in all the major sectors in which it operates” “Over the years. he has expanded capacities in all of the Group's manufacturing units” “Under his stewardship. Birla has built a highly successful meritocratic organisation.000 employees belonging to 42 different nationalities” . anchored by an extraordinary force of 133. Indonesia. Mr. China. and mines in Australia. set up new plants in Egypt.News Article’s “Over the years Mr. Birla has acquired manufacturing plants in Canada. Alongside.

Vision TO BE A PREMIUM GLOBAL CONGLOMERATE WITH A CLEAR FOCUS ON EACH BUSINESS .

Values • • • • • INTEGRITY COMMITMENT PASSION SEAMLESSNESS SPEED .

Leadership Analysis WE HAVE TRIED TO ANALYZE THE LEADERSHIP ATTRIBUTES & RELATED SUCCESS FACTORS BASED ON NEWS ARTICLE’S .

Analysis  Business Acumen  Traits & Characteristic  Skills & Abilities  Behaviour .Leadership .

Birla took over as Chairman of the Group in 1995.Business Acumen  Value Creation & Growth “Mr." says Birla” . "If one were to encapsulate it (the group strategy) in a single word .” “Mr. In the process he has raised the Group's turnover from US$ 2 billion in 1995.the dominant strategic theme over the past four years has been consolidation. Birla has restructured the businesses to emerge as a global/national leader in the sectors in which the Group operates”  Execution “He unified his diverse companies under the Aditya Birla Group head. to US$ 35 billion today.

the Aditya Birla Group enjoys a position .  Self Confidence & Internal Locus of Control of leadership in all the major sectors in which it operates” “Under his stewardship.Traits  High Energy levels & Stress Tolerance  Physical Vitality & Emotional resilience the highest by an Indian multinational in India” “He has made 22 acquisitions in 17 years in India and globally.

he has focused on fine tuning the group's talent pool. If this meant taking hard decisions Birla did not shy away. More than 350 senior managers left the group”  Value Based “The group is considered among the top 20 preferred employers in Asia.” .Traits  Emotional Maturity “Birla Group--.

Skills  Global mindset “Over the years Mr. set up new plants in Egypt. except that he is also in office on Saturdays and half of Sundays. plantations in Laos. he has expanded capacities in all of the Group's manufacturing units”  Attention to Detail “Kumar Mangalam Birla works "normal Bombay hours". Birla has acquired manufacturing plants in Canada. he would like to know how much cash came into his group and how much went out. Thailand and China. not profit. and mines in Australia. China. Indonesia. Cash” . Alongside. Not turnover. On each of those days.

Skills  Interpersonal Skills & Speaking ability “People skills are Birla's biggest strength. Soft spoken and insistent Birla likes to be directly involved”  Technical Skills “Mr. He has the ability to get on with both the old guard and the new turks. Birla has restructured the businesses to emerge as a global/national leader in the sectors in which the Group operates” .

If I had to take that decision all over again I'd do the same.“----an employee says . his genuineness.Skills  Conceptual Skills & Analytical ability “Birla is his father's son. a strict eye for detail. but he has gradually developed his own personal management style. and a strong emphasis on financial performance”  Persuasiveness “But I was so overawed with his simplicity. Differences include more informal interaction with managers from top to bottom. a greater gap between personal and office life. close attention to budgets. Commonalities include performance orientation. and his ability to explain simple things without trying to sell the job.

Behaviour  The High-High leader (High Performance & High relationship oriented Behaviour) “A 360 degree feedback program that allows managers to question even Birla's own leadership style and does away with the 'babu culture' prevalent in the group. on the other he is very careful about performance measures” “Birla is equally adamant about strict adherence to policies and procedures that have been discussed and approved”  Supporting “He sends individual notes to employees regarding their performance” . But while on one hand Birla nurtures employees.

670 managers across the group. So. It helps in the transfer of best practices across group companies thus sharpening the group's competitive edge. the group's learning center falls in the first category. nurturing them. For performance management Birla instituted the Aditya Birla Sun awards an annual internal awards system. His HR initiatives fall under three broad heads: learning and relearning. performance management and organizational renewal. . "decisions need to be made at every level and decisions need to be quick. incubate and groom talent at every level of the organization. we have to spot." he says. because more people need to be making high quality decisions."   Birla has created a system based on meritocracy. developing them. "It is very important for people who are doing well to be told they are doing well." asserts Birla.  Birla has also instituted 'The Organizational Health Survey (OHS)' which tracks the satisfaction levels of 8. and giving them space.Behaviour-Developing & Recognizing "Management means attracting talented people. For example Gyanodaya. Birla believes that star performers need appreciation and recognition.   The group is considered among the top 20 preferred employers in Asia.

Mr. Birla has built a highly successful meritocratic organization.Delivering results  Managing Conflict “People skills are Birla's biggest strength.000 employees belonging to 42 different nationalities” . anchored by an extraordinary force of 133. He has the ability to get on with both the old guard and the new turks. Soft spoken and insistent Birla likes to be directly involved”  Managing across organizational boundaries “Over the years.

Way Forward .

Thank You .

Sign up to vote on this title
UsefulNot useful