LEADERSHIP

TERM – III

END TERM PROJECT

GUIDED BY:
Prof. Rahul Ashok Kamble

SUBMITTED BY: Group XX

Ayush Sikdar MBA21194

Ayushi MBA21195
Ayush Sidhu MBA21262
Dziipu D MBA21206
Samarth Sandha MBA21235
Yatin Bajaj MBA21252
Utkarsh MBA21246
 Table of Content

1. Brief background of Mr. Anand Mahindra

2. Leadership traits, behaviours and style exhibited by Mr. Anand Mahindra

3. Style Mr. Anand Mahindra exhibits?

4. Mr. Anand Mahindra achievements in being a leader

5. Mr. Anand Mahindra philosophy of leadership

6. Mr. Anand Mahindra leadership benefited the organization, how?

7. Mr. Anand Mahindra advice for young leaders

8. Learnings from Mr. Anand Mahindra leadership

Anand Mahindra Background
Born on 1st May 1955 Anand Mahindra is the chairman and managing director of Mahindra
Group. After 65 years, M&M has grown into one of the nation's leading companies,
employing more than 117,000 people around the world.
In the year 1977, he graduated from Harvard College, Cambridge Massachusetts and was an
active member of the Phoenix S.K Club. He completed his MBA from Harvard Business
School, Boston, Massachusetts in 1981.He studied film and architecture before joining
Harvard Business School.
In 1981, he returned back home to India, and joined the Mahindra Ugine Steel Company as
Executive assistant to finance director. 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. His efforts paid off, when he was appointed
the post of Deputy Managing director of M&M in 1991, Managing Director in 1997 and Vice
chairman in 2003.

Awards and Achievements of Anand Mahindra

Under his guidance and leadership, the Mahindra group has set international benchmarks for
success. A rapid growth was witnessed in the company, in the terms of acquisitions, as well
as Greenfield business development with several high-profile brands, including:
 Satyam Computer Services (2009)
 Reva Electric Motors (2010)
 Sangyong Motor Company (2010)
 Scorpio (2002)

He has been honored with many awards to his credit, such as :

 Rajiv Gandhi award in 2004 for his outstanding contribution to field of business
 Business Leader award (2008-09) by economic Times Most
 Inspiring corporate leader of the year 2007, by NDTV Profit.
 'Knight of the Order of the Merit' by the President of the French Republic and many
more.
 Fotune Magazine 2014 Ranked Anand among "The World's50 Greatest Leaders"
 The Energy and Resources Institute (TERI) – 2014 gave him the Sustainable
Development Leadership Award
Advice by Anand Mahindra to young leaders
 Be A People’s People
Anand Mahindra said that a person cannot be a good leader if he cannot put himself/herself in
somebody else’s shoes and empathise with them. "And to do that you have to be a good
listener," he said.
Empathy just doesn’t mean that you feel for someone. It means you can get out of your skin.
When you empathise with the other person’s point of view, you are able to hear it and
integrate it.
Empathising helps you know things and inevitably makes you a good listener who is
intrigued to know and gather information from others, Anand Mahindra added.
 Be A Renaissance Leader
"Thinking with both the left and right hemispheres of the brain is not a cake-walk for a lot of
leaders. However, who do it well, stand out in the volatile business environment and make it
through," he said.
To think visually, creatively and being able to visualise different worlds together helps
understand different perspectives and integrate them, he said, adding that such individuals are
called ‘Renaissance Leaders.'

Leadership Traits and Behaviour of Anand Mahindra

Anand Mahindra has a strong foundation in terms of both consideration and foundation
structure. He's a great leader because he combines both leadership styles, bringing a high
level of organisation and consideration to the table. Before he could start putting structure in
place, he had to get to the point where he was task-oriented and more of a procedural
manager. This type of leader assigns specific responsibilities, develops procedures to be
followed, organises work, and emphasises the expectations of team members for Mahindra
Company. This has been shown to improve job performance, group performance,
organisational performance, as well as employee and stakeholder satisfaction, according to
Mr. Anand.
Leadership Qualities:
Courage to take up challenges:
 Diving into various domains like Finance, Energy, Insurance Broker, Hospitality,
Defence, Construction equipment’s and so on
 Acquisition of Satyam
Foresight:
 1991 decision to diversify- the ability to deal with slowdown, i.e., In July 1991 when
the company was in a tight spot due to the reform and the workers were on a strike,
the company stood its ground on “No Diwali bonus unless workers stepped up the
productivity”
  Mahindra Satyam – Recession, low-cost acquisition cost, understand intrinsic values
Annand Mahindra was seen as a very creative and innovative all the while he’s experimental
and a risk taker. This can be observed in the joint venture with Ford to manufacture cars
which failed miserably but still proceeded with that ideation and that too without a joint
venture and come out with Scorpio which turned out to be a major success

Business Philosophy:
No group wide mission statement was assigned but individual strategic business units have
mission statements
Core values observed are:
o Good corporate citizenship
o Professionalism
o Customer first
o Quality focus
o Dignity of individual

His leadership benefited the organization, how?

 He developed Mahindra Ugine Steel Company into the real estate and hospitality
industries.
 Kotak Mahindra Finance Ltd was co-founded by Anand Mahindra. Kotak Mahindra
Finance Ltd converted it into a bank in 2003, and it is now one of India's leading
private sector banks.
 Under the leadership of Anand Mahindra, the Mahindra & Mahindra Group
introduced the Scorpio, an indigenously produced SUV, in 2002, which helped give it
a global identity and helped the Mahindra Group build positive impressions.
 Swaraj Tractors, Reva Electric Car Company, Satyam Computer Services, Peugeot
Motorcycles, Ssangyong Motors, and Pininfarina S.P.A. were among the successful
acquisitions led by Anand Mahindra.

Learnings from his leadership

 ‘Cautiously notice your misfortunes’ -
The Mahindra Group partnered with Ford Motors to create the Escort automobile in 1995, but
it failed to make an impact. Recalling how this setback led to the development of the Scorpio,
which became one of the group's most popular vehicles. Anand said, “Everybody enters a
joint venture with a what’s-in-it-for-you-and-what’s-in-it-for-me attitude.” He added that
before the venture with Ford, “we had no experience in making a hard-top vehicle, or in
modern methods of manufacturing…The 300 people who put the Ford Escort together were
the first ones to work on the Scorpio. It can be argued that we would not have been able to
make the Scorpio without the Ford joint venture”
 ‘Embrace a start-up outlook’ -
Anand took to Twitter at the start of India's 'Unlock 1' phase following the original COVID-
19 lockdown to present a "three-step plan" for reopening enterprises. The Sanjivani
Solutions, or "a potion for waking up from a Corona-induced coma," was his name for this
scheme. The steps included:
o “Become as lean an organisation as possible.”
o “Nothing is sacred; all business models [are] open for debate. Create ‘feedback loops’
that constantly test product/market assumptions.”
o “Share ideas and data across the company at warp speed.”
o Alongside, he called for a “Marie Kondo-style clean-up of the portfolio” and advised
that businesses part with initiatives that don’t fall into the narrative of a successful
future.
 ‘Focus on women’s participation in the workforce’ -
Anand launched Project Nanhi Kali in 1996, with the goal of educating underprivileged
young women across the country. The task's potential was to alleviate poor female
proficiency rates and increase female labour force cooperation, as well as to address many
social concerns such as child labour and marriage, share passings, and the position
framework. Nanhi Kali began as a sponsorship programme in which individuals and
businesses may participate by sponsoring young females' schooling for at least one year. It
has since touched the lives of over 4,50,000 people in 14 Indian states. Affected areas recall
the faraway Krishnagiri in Tamil Nadu and the ancestral Araku hills in Andhra Pradesh.
 ‘Staying aware of changing times’ -
Anand was ranked third among the 'Top 30 CEOs on social media' in 2013, behind Virgin
Group chairman Richard Branson and LinkedIn CEO Jeff Weiner. Anand is noted for his
witty, engaging, and energising tweets, in which he analyses evolving monetary trends and
ideas while remaining conversational and engaging. Anand was the only Indian CEO on the
list, and he was one of the first few to see the growing importance of online entertainment as
a means of communication and development at the time.
 ‘Be a people’s person’ -
According to Anand, the ability to relate from the standpoint of another person is a
characteristic of a good pioneer. "Knowing you know things makes you a decent audience
that is fascinated to be informed and get facts from others," he explained.
 ‘Find a place in the customer’s mind’ -
Today, the Mahindra Group is focused on establishing strong footings in critical industries
such as IT, aviation, energy, retail, money, security, and coordinated operations, to name a
few. This, according to Anand said is “penchant is for building brands that find a place in the
customer’s mind and for developing businesses that live or die by how well they connect with
the consumer”.