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S.R.

Luthra Institute Of Management Name – Mohnish K Thakkar Assignment – Profile of any Entrepreneur Subject – Neim Class – B1 Enrollment no -117 Shift – 1st Submitted to - M.s Pooja Patel

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Introduction (Dhirubhai Ambani)
Dhirajlal Hirachand Ambani, (Gujarati :) also known as Dhirubhai, (28 December 1932 – 6 July 2002) was an Indian rags-to-riches business tycoon who founded Reliance Industries in Mumbai with his cousin. Ambani took his company (Reliance) public in 1977, and by 2007 the combined fortune of the family (sons Anil and Mukesh) was 60 billion dollars, making the Ambani's the second richest family in the world, next to the Walton family. Dhirubhai has been one among the select Forbes billionaires and has also figured in the Sunday Times list of top 50 businessmen in Asia. Dhirubhai started off as a small time worker with Arab merchants in the 1950s and moved to Mumbai in 1958 to start his own business in spices. After making modest profits, he moved into textiles and opened his mill near Ahmedabad. Dhirubhai founded Reliance Industries in 1958. After that it was a saga of expansions and successes. Reliance's story as a company has been a 'bitter-sweet' saga in India. While on one hand it remains one of the biggest Indian conglomerates, on the other hand it is known to be a company evading taxes and being intransparen. It has presence in various sectors like petrochemicals, textiles and is involved in the production of crude oil and gas, polyester and polymer products. The company's refinery at Jamnagar accounts for over 25% of India's total refining capacity and their plant at Hazira is the biggest chemical complex in India. The company has further diversified into Telecom, Insurance and Internet Businesses, Power Sector and so on. The Reliance group with over 85,000 employees provides almost 5% of the Central Government's total revenue. In 1986 after a heart attack he handed over his empire to his two sons Anil and Mukesh.

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for a salary of Rs.Trilochanaben and Jasuben and three sons . a very good manipulator. Dhirubhai was precocious and highly intelligent. and Dhirubhai was promoted to manage the company’s filling station at the port of Aden. He worked with A. he moved to Aden. the Yemini Rial was made of pure silver coins and was in much demand at the London Bullion Exchange. India) to Hirachand Gordhandhas Ambani and Jamnabe in a Gujarati family of modest means. he angrily replied "Why do you keep screaming for money? I will make heaps of money one day". Besse & Co. He also worked in Dubai for some time during his early years. Two years later. He was also highly impatient of the oppressive grinding mill of the school classroom. I was a manipulator. But I don’t believe in not taking opportunities.Ramnikbhai. Deepti Salgaonkar. When Jamnaben once asked Dhirubhai and Ramnikbhai to help his father by earning money. Dhirubhai was the second son.Early life Dhirubhai Ambani was born on 28 December 1932 at Kukaswada near Chorwad in the then princely states of Junagadh. it is believed that he said “The margins were small but it was money for jam.64). During the latter part of his life. Mukesh.” Page | 3 . But I made a few lakhs.300 (Present Day $6. he began setting up onion/potato fries stall at village fairs and made extra money which he gave to his mother. Young Dhirubhai bought the Rials melted them into pure silver and sold it to the bullion traders in London. it was stopped. In short. During weekends. Life in Aden When he was 16 years old. Anil and two daughters. Dhirubhai and Natubhai. After three months. became the distributors for Shell products. Hirachand Gordhandhas Ambani was a village school teacher with little income. Nina Kothari. A. He was married to Kokilaben and had 2 sons. while talking to reporters. He chose work which used his physical ability to the maximum rather than cramming school lessons. During those days of him. Besse & Co. Yemen. (Now the state of Gujarat. Hirachand and Jamanaben had two daughters .

He was of the opinion that customer should be provided with best quality goods at the lowest price. He isn’t proud of what he is and he still believes in ‘Simple living. he would collect all these information. information about the competitors. Modern thinking’. He always followed the rule to be the pioneer to do anything. All he needed was the whiff of a business opportunity and he was off to tap it. Dhirubhai has always shown all the critical leadership qualities. He was a manufacturing as well a marketing whiz. He had a simple ritual of Puja when a new machine is installed. He believed that if a person wants to succeed in something then he should have complete access to information on that topic. Page | 4 . He would just grab an opportunity that would come up because of some government policy changes and would implement it successfully. He would always grab an opportunity and strike on it. He always produced in large quantities. Moreover Dhirubhai as opposed to most other leaders wasn’t expert in only one field.PERSONALITY TRAITS OF DHIRUBHAI AMBANI Dhirubhai has been an opportunist right from his childhood. He knew how to offer the right product mix. He believed not in meeting demand but in creating demand. He also believes in destiny and gives all the credit to his luck. identify markets and establish viable distribution structure. market size etc. Whenever he wanted to approach the government to get licenses. which holds true for one of his famous brand Vimal. This shows how down to earth he is. no matter at what cost it came.

He always had the dynamism and confidence in future and was always ready to go against all odds. Dhirubhai has always believed in picking up the best talent. He has always believed that his first responsibility is towards his company’s shareholders and he was also concerned in protecting their interests. his confidence. He has always been an innovator in the financial market. He innovated and reintroduced successfully concepts like partial convertible bonds. Another incident that shows his vision as a leader is that when Reliance’s Patalganga Complex was damaged due to floods. He only believes in providing leadership. vision and strategy. He thinks that he doesn’t run his business but his business leaders do it.’ He has never had an ego problem and he knew how to get his work done from people. which he could implement better than his competitors. He has always had a wide investor base and most of his subscriptions were oversubscribed. They have a motivated workforce. Technical experts from Du Pont estimated hundred days to make the complex operational but Reliance had the complete complex operational in twenty-one days. This was possible because of Dhirubhai’s vision. he counter attacked them and in turn earned a hefty sum from them. He has been successful in manufacturing world-class products. He is also known as the ‘stock market messiah. As in the case of copying the concept of selling through showrooms for his brand Vimal to counter the resistance from the traditional markets which he copied from Bombay Dyeing. He always believed in himself.’ This is because when some Marwari clan were trying to bring down the price of his shares by short selling. He was never ashamed to ‘salaam’ anyone. think fast and think ahead. Page | 5 .’ He didn’t mind copying someone else’s idea. his dedication proper logistical planning and making available all resources. fully convertible bonds etc.He is also referred to as ‘Manchester of India. He always believed in ‘Think big.

Having barely completed his matriculation exam at 17 years of age. he started the first spanking new mill at Page | 6 . He was helped by Jamnadas in dealing with commodities like rice and sugar and returned to India in 1958. Branching out to yarn trading. Dhirubhai reached Aden and joined M/s. He studied all the nuances of the marketing of petroleum and as an ambitious young man. he shifted from service to business. growth and blooming into a fully fledged company head. The great success story of Reliance can be completely attributed to the style of management brought in by Dhirubhai Ambani which was perfected by his sons and to some extent by experts in business management hired by the Reliance Group. which was dealing with Shell products and was paid a first salary of 300 rupees per month. But the fact remains that the comprehensive and integrated personality of Dhirubhai Ambani permeates and penetrates through all aspects of working of Reliance Industries and all its subsidiaries. the founder of Reliance Industries. The managerial practices in Reliance were all affected completely by the leadership style of its founder.LEADERSHIP STYLE OF DHIRUBHAI AMBANI The following is a description of the leadership style of Dhirubhai Ambani. It is very educative to note that as for an Arab Sheik’s request even a consignment of Indian soil was sent to Aden to grow roses in the desert showing that Ambani had the knack to identify an opportunity and strike the iron when it is hot. Dhirubhai Ambani.Yarn Trader to National Business Tycoon It is interesting to note the gradual development of Ambani as a leader from his birth.He starte d Reliance Commercial Corporation with a capital of Rs 15000 as a trading firm. Besse & Co. he was the third of five children and his father was a school master. Born in a traders family in Gujarat on December 28th 1932 to Jumna and Hirachand Ambani.

because of his advance anticipation of things to come. namely. choosing the right product mix.Naroda as he foresaw synthetics as the fabric of the future which shows the visionary nature of the man in general. identifying the market and establishing a viable distribution structure. 280000 to get into manufacturing in a project which was predicted to fail by great business stalwarts like Viren Shah. Dhirubhai went public and his profit reached Rs 43. But. He also opened up non metro urban segments in smaller towns as a result of which by 1980. Dhirubhai entered domestic markets with an advertising blitz on par with Hindustan Lever when Reliance introduced ONLY VIMAL since he was very confident that the brand image was the most important in order to win the consumer’s confidence. Reliance fabrics were available to twenty company owned retail outlets. This was comparable in speed and numbers only to Italian Benetton and American Mc Donald’s. he took out talent from wherever available and jobs were offered more on showing initiative rather than on paper qualifications which became a classic Reliance management strategy. As a risk taker.3 million from the revenues of 700 million. Dhirubhai registered Reliance Textile Industries with a paid up capital of 150000 as a power loom unit. Dhirubhai opened his own showrooms and appointed agents and offered franchises to his own shareholders.3 million in the first year. he made a profit of 1. Dhirubhai felt that marketing success was a function of three factors. he was always ahead of tomorrows and had commitment to quality by taking the finest technology the world could offer. Page | 7 . 1000franchised outlets and more than twenty thousand regular retails stores. By 1977. When Ambani bought machinery. Ambani raised Rs. The best example is that of acquiring DuPont technology for synthetic yarn from Delaware. This is where the backward integration concept first took roots and later became the central theme for all strategic planning in Reliance. US. To manage his exploding business. the polyester process being first bought by him outside of United States. When faced with resistance from traditional cloth marketers. The best technological talent was poached from all his competitors to form the brains trust of Reliance.

Dhirubhai made sure that whenever Reliance had to impress the Govt. A very important philosophy of Dhirubhai was always to ensure that Reliance share were in the ascendant to draw maximum benefit for the shareholders for whom he was prepared to bend the Govt. Reliance always managed to maintain its zero-tax status by changing its accounting practice by capitalizing interest for the long term debt for the purchase of fixed assets. Dhirubhai spread out countries abroad through his Reliance synthetic textiles. Dhirubhai had the knack of taking on people like VP Singh in which he had the inherent support from Ms. The Naroda mill transformed Dhirubhai from a simple yarn trader to a great mill owner on par with Mafatlals. all the profits were ploughed into the company by Dhirubhai and his family so that business prospered. but if you make profits. come back to us. Sarabhais etc. they are all yours!´ Dhirubhai’s future gazing skill could be inferred from the fact that though India is a poor country. when Reliance went public. Dhirubhai was accused of black marketing and corruption to improve his sales and get things done. they used to have all the information in India and abroad on the fingertips of the group which met and influenced the Govt. rules. use his political influence and any legal Hera pheri required for the purpose. However. Pranab Mukherjee and Rajeev Gandhi. to modify the existing rules and regulations. Dhirubhai’s holdings were 16% but he had thousands of share holders from the public to support him in all his endeavors. Indira Gandhi. people will not mind paying a little more for synthetics provided they have a good quality and had a longer wear and tear.Dhirubhai established a good rapport with his dealers by making his business with them risk free because he used to say³if you lose. he was able to raise up to Rs 500millions. Many people felt that Reliance was avoiding taxes by cheating the Govt. After 1977. By converting debt into equity through successful debenture issues through 1979 to 1982. was about to decide to shift imports of PTA from open license to permissible limited list. His dynamism and confidence in the future made him reach a sales turnover of Rs 1 billion in just twelve years whereas Bombay Dyeing needed hundred years. One best example is when he contracted the purchase of a whole year’s supply of PTA of 60000 tons by having letters of credit from many banks when the Govt. Dhirubhai was able to show Page | 8 .

Page | 9 . Dhirubhai was very considerate to his employees like when Mr. Reliance was able to convert its liabilities into assets by this masterstroke and the share prices of the company went up and all the investors could make through this process. Dhirubhai Ambani was a transformational leader. His innovative idea of converting the debentures of the company into equity shares resulted in far reaching changes in the management practices. the statute book itself was modified to be in line with this innovative idea. his father’s only fault was he thought too big and clearly ahead of his time. Though.his one-upmanship against Nusli Wadia and Goenka of Indian Express which were bent upon destroying Reliance. over a period of time based on precedence in foreign companies. In spite of this. The following illustrate and prove Dhirubhai Ambani’s influence on Reliance’s management practices. he was able to broker peace with his enemies through the success of Reliance’s G series along with the meeting of Dhirubhai with Rajeev Gandhi through the good offices of Amitabh Bachhan when VP Singh was shifted from Finance to Defence. Dhirubhai Ambani’s Impact on Reliance’s Managerial Practices and their Positive Impact on Business The great success of the Reliance Group is in no small measure to epoch making changes in management practices and philosophies brought about by Dhirubhai Ambani based on his convictions that reflect his unique management style. After 1995. However. but. the Government of the day was against this equity cult starter by Dhirubhai per say. Though this led to his paralysis and later failing health. Sanghvi incurred a heavy loss in a deal with a view to increase the profit for Reliance. Dhirubhai handed over the reins of his empire to his sons though he did not lose his craving for money and power since he was always available for expert advice. Only the top managers could call the shots in addition to Dhirubhai and his sons. According to Anil Ambani. there was never formal delegation of authority in Reliance as there was flexibility as well as ambiguity.

So much so. Reliance Industries was the only public limited company whose annual general meetings had to be held in open air stadiums.Consequently. he was able to convince the people of rural Gujarat and elsewhere that shareholders of the company will have handsome returns on their investments. This move gave the Page | 10 . He also empowered his managers by giving authority to them to work independently to work independently he had belief in the capabilities of his people. These highly motivated people comprised the core of what is known as the Reliance family. But he proved right and this made him a billionaire as polyester caught the fancy of the people for better value and longer wear and tear period of the clothing. the volumes of business in Reliance increased very fast along with quick multiplication of its share capital.American company to do so. courtesy the Indian stock markets. This practice improved the working of not only Reliance. The most talented professionals were drawn from all and sundry. it became a dictating factors in Indian economy. but other prospering companies who followed this practice also prospered in the long run. Dhirubhai was a visionary who foresaw that mere financing through banks and public limited companies will not suffice to increase the wealth base of Reliance. Dhirubhai Ambani believed that his people were his most important assets. with almost 20% of the shareholders in India belonging to Reliance. This influenced Reliance to such an extent that it went on with the purchase of polyester technology from DuPont as the first non. So. He invested his entire earnings to purchase a huge stock of polyester yarn which was felt as a wrong decision by others because cotton was the king in India at the time. which is the highest number in the world for any company. This approach resulted in having more than 3 million shareholders investing in Reliance. Dhirubhai was a risk taker. were nurtured and continuously provided initiative to aim for still higher goals and targets. As a result. but was only prepared to take calculated risk based on the expected future trends. This has grown to become the core of the Reliance group’s HR policy of staff recruitment and maintenance.

In the long term perspective. this philosophy helped the company to vastly cut down its production/manufacturing costs.Reliance Group monumental financial resources that helped build a robust growth engine and also developed a core competence to grow business. provide higher quality products and product pricing flexibility in many of their high volume. equipment and manufacturing facilities. expand and diversify into a potato-to-petrochemicals conglomerate at a break neck speed. Also. This made it possible for only Vimal to penetrate through A and B class cities and semi-urban neighborhoods which made the market blossom to absorb additional supplies and increase the demand for the same all over the country. economies of scale and reduced the production costs per unit in various factories of the company. this also helped develop the much needed knowledge of supply chain management strategies in the Reliance Group. Under his stewardship. Dhirubhai Ambani was the one of the first Indian businessmen to realize that high quality actually costs less. pharmacy drug stores etc. When Dhirubhai felt that was a lot of opposition for the introduction of polyester cloth for retail outlets. he started his own chain of distribution centers and gave retail agencies to many of his shareholders on franchise basis.low margin businesses. a comment by the World Bank team affirming the same being a testimony to its technological advancement. Page | 11 . which now boasts of one of the best supply chains in the country in the category of departmental stores. food chains. the Reliance Industries operated the best manufacturing plants in the country. In the long run this emphasis on constant up gradation of facilities improved the capacity utilization. Dhirubhai always insisted that Reliance use the best and finest state-of-the-art machinery.

Dhirubhai finally succeeded in taming the bulls. getting quick approvals for public issues and capital goods imports. When the bear syndicate sold Reliance's shares in bulk. a company could not buy back its shares. It is said that Ambani used his connections with key politicians and bureaucrats to obtain licenses and approvals for projects. For the purpose. Corporate Battles of Dhirubhai Ambani: Despite his unprecedented corporate velour. The association which bought the shares. And then began the panic buying of Reliance shares and the share prices soared to an all time high. the bear syndicate seemed to have undermined Dhirubhai Ambani's capabilities. some corporate bigwigs considered Ambani to be a manipulator. He was considered to be a symbol of all that was wrong with the Indian economy. Critics accused him of using the "more than the usual" ways of obtaining licenses. The exchange authorities tried in vain to bring about a compromise between the two parties. By May 10th. The Bombay Stock Exchange had to be closed down owing to the situation.1 million shares sold by Reliance. Dhirubhai's loyal brokers bought back all the shares. He is also said to have induced government Page | 12 . It bought 857. which led to an increase in the share price.The Stock Market Adventure: However. a Friday. sought delivery on 30 April 1982. Dhirubhai and Reliance were accused of manipulating tariffs to suit their needs and outsmart their rivals. a new company called the "Friends of Reliance Association" was registered because according to the then Indian stock market regulations. Ambani was only waiting for an opportunity to take revenge on the bear syndicate. and of getting policies formulated in favor of Reliance. which the association refused and demanded a Rs 50 badla charge.000 shares out of the total 1. The buying took place for 3consecutive days and forced the scrip to go up. But as the bear syndicate did not have the shares it asked for more time. After this incident. the crisis ended.

Dhirubhai managed to create favorable centers in all the important areas – among the bureaucrats. but in vain. During the Janata Party rule (1977. Be it licenses. had often tried to act as a mediator and solve the conflict between the two corporate giants. Dhirubhai was also contemplating on building a Paraxylene facility. the Bombay Dyeing chief and Dhirubhai is well known in the Indian business circles. his immense success earned him a number of enemies. These were the areas where power vested. Page | 13 . All this infuriated Nusli Wadia and marked the beginning of one of the major battles in the history of Indian business which lasted for several years."Keeping this principle in mind. (Goenka) the proprietor of the Indian Express Group which was into news publication." However. Dhirubhai was of the opinion that business was not all about ethics and morality. The fight between Nusli Wadia. his license was being delayed (until 1981) with one pretext or the other. They felt that Dhirubhai was quick to reco gnize and exploit opportunities. foreign exchanges or quotas. not all analysts would agree to that. journalists. it was about expansion and success. urged Dhirubhai to bring the rivalry to an end. In the 80s. Reliance was known to engage politicians. Some business men described Reliance as "an out of control monster. Nusli Wadia obtained the permission to build a 60000 TPA di-methyl terephtalate (DMT) plant. However. as well as the media. Dhirubhai believed that "business is nothing but a web of relationships and obligations. before his letter of intent could be converted into a license. However. He considered the latter his son and at times.intervention by offering bribes and using other forms of lobbying prevalent in the US.1979). a bubble that would burst any moment. His amazing ability to use the state and its policies to his advantage was responsible for the expansion of Reliance. Both of them were adept in using their business and political connections to suit their ends. and others to increase its sphere of influence. Ramnath Goenka. he always succeeded in making the best out of most difficult situations. the ruling politicians. Goenka backed Nusli Wadia. This was the same time when Dhirubhai obtained license to build a PTA plant. the government changed and when the Congress government came to power.

Even though Dhirubhai promised to do so. This could be the beginning of a new problem for Reliance as it solely depended upon PTA imports for its PFY plant. after her assassination in 1984. Political Battles of Dhirubhai Ambani: Dhirubhai maintained good relations with Mrs. and a number of cases were filed against it. In May1985. In spite of all these attacks. and a duty and penalty claim of Rs. decided to shift PTA imports from the open general license (OGL) category to the limited permissible list. In September 1987. Goenka always promised Dhirubhai that he would put an end to the campaigns being held against him in the press. and "commitment to growth". a few weeks later. The assaults did not stop even when Dhirubhai was hospitalized after his first stroke in1986. The advertisements contained key statements like "concern for truth". her son Rajiv Gandhi became the prime minister. he continued his fight with Wadia and Goenka felt betrayed. Goenka turned against Dhirubhai and launched a series of press campaigns against Reliance. Slowly. Indira Gandhi and obtained several licenses and permissions during her prime ministership.1. Dhirubhai sniffed the news about the imminent change Page | 14 . magazines and weekend tabloids continually attacked Dhirubhai. and things changed drastically. there was a nationwide raid on the Express group. Soon. tables started turning against Goenka. Reliance issued 15 advertisements in leading newspapers of the country including the Indian Express. Vivek Goenka took over. But the very next moment. Singh). After Goenka's death in 1991. Dhirubhai never failed to retain public confidence. But he did not see much sense in lobbying against Dhirubhai and this brought to an end the big battle. Vishwanath Pratap Singh (V. Dhirubhai was victorious for once. he would scheme another plot against him. his son. However. "allegiance to ethics".19 billion on Reliance. the Finance Minister in Rajiv Gandhi's cabinet. P. Goenka formulated a fresh assault issuing a statement that Reliance had smuggled extra machines into the country. Newspapers. To counter these attacks. and therefore had excess built capacity. This resulted in a show cause notice from the customs.

like the Bombay branches of the Standard Chartered Bank. Some more pending licenses were cleared. Between May 27th – 29th. The Finance Minister was not too happy with Dhirubhai and the result was a 50 percent import duty on PTA. and 9 % of the GoI's indirect tax revenues. In June 1986. reduce the outflow of interest. Reliance secured nearly 10 % of the profits of the entire corporate sector in India. The debenture conversion move proved highly beneficial. the conversion of the debentures into shares was permitted and the pending licenses were cleared. one out of eve ry four investors was a shareholder of Reliance.000 people accounted for 5% of the Central Government's total revenue. Moreover. Société Générale and the State Bank of India. This would help improve the company's debt equity ratio. and the Patal Ganga complex was granted refinery status thus. Reliance was considering the conversion of its non-convertible debentures into convertible ones for the second time. The last LC was opened just a few hours before the government announced the changed policy. which were approximately 60. Reliance also accounted for 25 % of India's total private sector profits.1 billion. the Canara Bank and the Banque Indosuez to issue letters of credit for almost a year's supply of PTA.85billion. This further nullified Dhirubhai's gains. the Indian petrochemical giant. assets worth Rs 564. These banks issued LCs worth 1. A secret meeting between Dhirubhai and Rajiv Gandhi seemed to trigger off a series of decisions in favour of Reliance. It contributed 3 % of India's GDP.P Singh was transferred from the Finance Ministry to the Defence Ministry. The customs levy of Rs 3 on each kilogram of PTA was abolished. Reliance acquired IPCL. But once V. Reliance without Dhirubhai: In 2002. the Reliance group with a turnover of Rs 620 billion. This acquisition gave Reliance a Page | 15 . and increase the inflow of funds.000 tones. October 1986 turned out to be quite favorable for Reliance. and a work force of over 85. he tied up with a host of banks. But V P Singh was against it. 5 % of the total exports. enabling it to pay a low level of excise duties for raw materials like naphtha.and moved very fast.

refining and marketing. By 2004. at affordable prices. for Management Mantras of Dhirubhai and Exhibit VII for achievements of Dhirubhai). According to the global Fortune 500 rankings. With Reliance General Insurance and Reliance Life Insurance. petrochemicals. the group has also entered into the insurance sector. Reliance ranks amongst the top 200 companies in terms of net profit. power and textiles. it plans to take over more than 35 % of the global market. privatization and globalization. It was Dhirubhai's dream to provide information technology and communication facilities to the common man. With the amalgamation of RPL with RIL. The Infocomm revolution will cover thousands of villages across the country by 2003. His business ideologies have been praised and are being emulated the world over (Refer Exhibit VI. amongst the top 300 in terms of net worth. He faced the toughest battles with the toughest of politicians and bureaucrats and was eventually successful in gaining a victory over all his political and corporate rivals. the new venture of Reliance provides cellular telephony services in 13Indian states. amongst the top 425 in terms of total assets. This would make Reliance the 11th largest polymer producer in the world. and Reliance Basic holds the license to provide fixed line telecom services in the state of Gujarat. Page | 16 . Dhirubhai's entrepreneurial abilities enabled Reliance to progress on the roads to success both in the licensing era as well as in the era of liberalization.000 MW in the next decade.Some skeptics believe that Reliance would no longer be the same after Dhirubhai. and amongst the top 500 in terms of sales. With the launch of Reliance Infocomm. Reliance has taken another major step in its continuous search for growth and excellence. Reliance became the only company in the world to have fully integrated world scale operations in oil and gas exploration and production. Reliance Mobile. Reliance Power intends to pursue opportunities in the power sector with an objective to achieve over 10.sound footing in the global petrochemicals market. Presently Reliance enjoys global ranking in all major businesses and its shares lead the domestic market.

He provided them with a strategic vision. Mukesh's skills were quite evident from his successful management of the Patalganga and Jamnagar projects and Anil was adept at the finances. It remains to be seen whether Reliance will maintain its lead and growth over large multinationals in years to come. His sons always considered themselves as co – builders rather than inheritors of Reliance. "Reliance can now run without me. energy and lobbying power of Dhirubhai as well as the willingness and ability of the Indian government to promote its expansion. The competition now is with major multinational players whose ability to influence governments in various ways is well known. Dhirubhai's words way back in 1993 reflected the immense confidence he restored in his sons. Page | 17 .The extraordinary growth of the company was based on the vision. Despite their elite education." After his demise. Right from the time he suffered his first stroke in 1986. their most important training came from Dhirubhai. Mukesh was appointed the Chairman and Managing Director of the Reliance group while Anil became the Vice Chairman. It was from Dhirubhai that his sons imbibed the quality to think big. Dhirubhai groomed his sons Mukesh and Anil Ambani to take care of the day-to-day operations of Reliance.

DHIRUBHAI AMBANI From beginning Dhirubhai was seen in high-regard. And our efforts greater. This is my dream for Reliance and for India." "Give the youth a proper environment. Ideas are no one's monopoly" "Our dreams have to be bigger. there is one common factor: Relationship and Trust. Only when you dream it you can do it.FAMOUS QUOTES OF MR. Our ambitions higher. think ahead. Motivate them. Extend them the support they need. "Growth has no limit at Reliance. I keep revising my vision. They will delve between my past." "Pursue your goals even in the face of difficulties. success will follow." "Think big. He gave few public speeches but the words he spoke are still remembered for their value." "If you work with determination and with perfection." "You do not require an invitation to make profits. and convert adversities into opportunities. Our commitment deeper. the present and the future. Each one of them has infinite source of energy. His success in the petrochemical business and his story of rags to riches made him a cult figure in the minds of Indian people. This is the foundation of our growth" Page | 18 . As a quality of business leader he was also a motivator. think fast.

"We bet on people. courage is my conviction” Page | 19 ." "Don't give up." "Meeting the deadlines is not good enough. beating the deadlines is my expectation.

that was Dhirubhai. as he trusted their capabilities implicitly. when on an almost daily basis my business ethics were put on Page | 20 . When things went wrong. every seat in the hall was taken. and there were an equal number of impatient guests outside. he was the first person to sense that the circumstances would have been beyond his team’s control. chaos and protests. rather than it being a sl ip on their part. Sounds too good a boss to be true. I saw Dhirubhai at the door trying to pacify the guests. As usual. waiting to be seated. at Ashoka Hotel in New Delhi. Dhirubhai at that time was already a name to reckon with and a VIP himself. trying to handle the ensuing confusion. His first instinct was always to join his men in putting out the fire and not crucifying them for it. when to my amazement and relief.DHIRUBHAISM – Management lessons from Dhirubhai Ambani Roll up your sleeves and help You and your team share the same DNA. Not Dhirubhai. but that did not stop him from rolling up his sleeves and diving in to rescue a situation that had gone out of control. Be a safety net for your team There used to be a time when our agency Mudra was the target of some extremely vicious propaganda by our peers. Most bosses in his place would have driven up in their swank cars at the last moment and given the manager a piece of their minds. doesn’t he? But then. during Vimal’s heady days had organized a fashion show at the Convention Hall. I was of course completely besieged. Reliance.

I told him I could cope. ‘Expect the unexpected’ just might have been coined for him Dream big. worked wonders for my confidence. during a particularly nasty spell. Such was the extent of his generosity. he never ever breathed a word about it to anyone else. And that nothing was truly unattainable for those who dreamed big. but the knowledge that he knew and cared for what I was going through. That did it. yet he never went around broadcasting it. He never used charity as a platform to gain publicity. he gently asked me if I needed any help in combating it.trial. but dream with your eyes open His phenomenal achievement showed India that limitations were only in the mind. By letting us know that he was always aware of the trials we underwent and that he was by our side through it all. Sometimes. I went back a much taller man fully armed to face whatever came my way. never raised this subject during any of my meetings with Dhirubhai. But one day. and that he was there for me if I ever needed him.’ Page | 21 . I. When he helped someone. Whenever I tried to point out to him that a task seemed too big to be accomplished. Overwhelmed by his concern and compassion. That was all the help that I needed. There have been none among us who haven’t known his kindness. His one-line brief to me when we began Mudra was: ‘Make Vimal’s advertising the benchmark for fashion advertising in the country. The silent benefactor This was another of his remarkable traits. on my part. he taught all of us to do so too. putting on a brave front. he gave us the courage we never knew we had. he would even go to the extent of not letting the recipient know who the donor was. he would reply: ‘No is no answer!’ Not only did he dream big.

as he put it. we were just a tiny. tucked away in Ahmedabad. as is evident. Leave the professional alone Much as people would like to believe. Both in its size and scope Vimal’s fashion shows were unprecedented in the country. stunning experiments in print and poster work all combined to give the brand a truly benchmark image. This is how. no one would have believed it could have ever been possible. though eager to hire the best professionals in the field. I am sure there are many people who display some of the traits mentioned above. And this is what gave him the courage to move from one orbit to the next despite tremendous odds. But way back in 1980. most owners [even managers and clients]. I am reminded of how Dhirubhai’s management techniques used to be [and still remain] so refreshingly different. Dhirubhai was indeed a man of many parts. Every time I come across this. do so and then use them as extensions of their own personality. none of his dreams turned into nightmares. But though he dreamed big. but Dhirubhai was one of those rare people who demonstrated all of them. Grand showroom openings. Page | 22 . struggling to put a team in place. He never let preset norms govern his vision. When we presented the seemingly insurmountable to him. he was able to clearly distinguish between perception and reality and his favorite phrase ‘dream with your eyes open’ underlined this.At that time. fledgling agency. all the time. which is much too often. even though he dreamed. Except Dhirubhai. his favourite response was always: ‘It’s difficult but not impossible!’ And he was right. yet he worked night and day familiarizing himself with every little nitty-gritty that constituted his dreams constantly sifting the wheat from the chaff. We did go on to achieve the impossible. in their working styles as well.

It was not out of a book.’ His utter trust in me was what pushed me to never. And the spirit of the agency that I was to head. Page | 23 . I said ‘Mudra’: it was the only name that suited my personality. two Westernized and one Indian. he asked me to name it. It was a skillful blend of head and heart.’ There were hardly any agencies with Indian names barring my own ex-agency Shilpi and a few others like Ulka and Sistas. No further questions were asked.’ That was just the beginning. way back in the late 1970s when we decided to open an agency of our own. That was the secret of the Dhirubhai legend. It was a very different world back then. the only direction that he gave me. ever let him down. He continued to give me total freedom — no supervision. In fact. I carried a short list of three names. was this: ‘Produce your best. He looked at the list and asked me what my choice was. I was very Indian and an Anglicized name on my visiting card would seem pretentious and contrived. no policing — in all my decisions thereafter. Everything Anglicized was considered ‘up market. No suggestions offered. just a plain and simple ‘Go ahead and do it. I guess the simplest strategies are often the hardest to adopt. just once.For instance.

com/who-is-who/business-economy/dhirubhai-ambani.dhirubhai.html http://www.Biblography http://en.ril.com/html/aboutus/founder.wikipedia.html http://www.com/topic/Dhirubhai-Ambani http://www.indiatimes.mapsofindia.org/wiki/Dhirubhai_Ambani http://timesofindia.jsp Page | 24 .net/dhapp/home.