THE UNDISPUTED KING OF INDIAN INDUSTRY
Who is dhirubhai ambani?
• the indian business tycoon • Founder of reliance industry
Dhirajlal Hirachand Ambani The milestones
Born in chorwad. Gujarat.Dhirubhai Ambani The milestones
• 1932 . he went to Aden in Yemen • 1958 - Dhirubhai Ambani returned to India & Started his first company in Mumbai. • 1949 . • 1965 .
.Set up a textile mill in Naroda. • 1966 .Champaklal Damani and Dhirubhai Ambani ended their partnership.Age of 17. commodity trading and export house.
• 1995 – 1st Indian company to report a net profit of rs-10 billion.Dhirubhai Ambani The milestones
• 1977. Anil and Mukesh catapulted to the hot seat.Reliance went Public with I PO • 1982 . • 1988 .Ambani began the process of backward integration • 1986 - Dhirubhai suffers stroke.
.Fi bre intermediates and chemical production started.
High desire for achievement Highly Ambitious Revolutionary
Quick Situational Decision Making Job Relevant Knowledge No prior Knowledge Great Desire to learn
Desire to lead Influential Responsible Extroversion
Highly Energetic Charismatic Lively
Absence of Self Doubt Convincing
Dhirubhai Ambani could achieve within a short period with a razor like sharpness and business acumen.03 billion. University of Pennsylvania in June 1998 for " Outstanding Leadership “ FICCI conferred the title " Man of 20th century " on D.in 2000 Times Of India in 2000 voted Dhirubhai Ambani as the greatest creator of wealth in the country
Dhirubhai Ambani proved to be A King in his Diversification.A.Achievements
Unlike other corporate houses who dominated over a period of time.976 billion backed by a profit over US$2. Chemtech and Chemical Enginering. World gave the" Man of the Century " award in Nov 2000 to Dhirubhai Ambani Dhirubhai won the " Dean's Medal " of Wharton School.
RIL is now India's largest Private Sector with turnover over US$19.
Dhirubhai Ambani A Transformational Leader
directed to each Employees achieve individual to express objectives throughconsideration and higher ideals and support.Transformational Leadership
Motivates followers by encouraging them to putbehaviour is Each group interests first. Works to Promote moral values. e ideas.
. change the Leaders creative organisational hip is and proactiv culture. innovativ e.
Leader member exchange theory LMXT
• What is LMXT?? • LMXT explains how relationships of leader with each member of the group can develop in unique ways. • Two-way relationship between supervision and subordinates
In-Group Poor Performation Out-Group
Dhirubhai’s first instinct was always to join his men in putting out the fire. In 1982 a calcutta based bear syndicated sold a large number of reliance shares hoping to bring their prices down. Dhirubhai’s loyal brokers bought back
.LMXT in Crisis management
1982 Stock Adventure
When things went wrong.
LMXT used in Corporate Battles
the d to very
LMXT used in Corporate Battles
LMXT used in Political Battle
. • His first instinct was always to join his men in putting out the fire an not crucifying them for it. rather than it being a slip on their part.• When things went wrong he was the first person to sense that the circumstances would have been beyond his team’s control.
hence Dhirubhai shifted his interests from spices to nylon fabrics
. • GOI introduced High Unit Value Scheme. Young Dhirubhai percived high demand for rial in london stock exchange and purchased them in bulk and melted the coins in silver and sold it bullion traders in london.• The yemeni Rial coin had high content of pure silver in those4 days.
. Dhirubhai integrates backwards and produced fibres. • Dhirubhai identified a new market for his brand Vimal: the non-metro urban segment. • Backward integration: to strengthen hi position in the textile sector.• Dhirubhai Ambani is credited with starting the equity culture in India.
• When most business houses depended on government owned financial institutions for funds Dhirubhai raised capital from the public by offering shares of the companies. IPO • Vimal Brand • Reliance cell phone
• Whenever a task seemed too big to be accomplised.• Dhirubhai Faced resistance from cloth merchants. so decided to open his own showroom for ‘Vimal’ • Dhirubhai Ambani announced a buy-back scheme when polyester was losing its demand. he would reply ‘No is no answer!’ “ It’s difficult but not impossible!”
an advertising campaign was launched. he exported a wide range of commodities to Aden. These were the areas where power vested.”
. • To Promote Vimal. toured the country intensively offering franchises to shareholders. • “ Business is nothing but a web of relationships and obligations.among bureaucrats. the politicians as well as the media.• Using his connections in Aden. • Cricket world cup 1987 also known as Reliance World cup as it was sponsored by Dhirubhai • Dhirubhai managed to create favourable centers in all important areas.
Employees could walk into his cabin and discuss their problems with him.• Dhirubhai followed the open door policy. • Peoples’ view: That did much more than words in letting people know that they belonged. • Arm-around-the-Shoulder leader • This tendency that he had to draw people towards him manifested itself in countless ways. • He was always inviting people into sharing thoughts and ideas rather than shutting out. that they had trust and they had him on their side!
. • Always there for his team and brought around confidence in them.
Large scale diversifatio n
Utilised opportun ities in GOI laws
Exercised political influence
of debentur e scheme
Revolutionary Thinking Initiation
Out of the box approch
. • Believed that business was not all about Ethics & morality. Money. • A perfect manager of Time. It was all about Expansion and success.Dhirubhaism
• He never followed the text book style of management and evolved a unique style. Men and passion to find solution to problems.
and whose representatives -. his elder son Mukesh reminded those gathered on the occasion that in 1957.After his cremation on the evening of Sunday July 7. as his sons will. he will tell you. So what is he really.now part of an unofficial negotiating team to Pakistan at the height of the Kargil war? A man who almost single-handedly exploded the somnolent share bazaars into frenetic activity. Failure was never an option. Nevertheless. he had only Rs 500 in his pocket. He was not exactly a pauper since Rs 500 meant much more than what the amount means in this day and age. when Dhirubhai arrived in Mumbai from Aden in Yemen. we're not losers.
.solely on account of business interest -. using it as a lever to gain funds and distribute wealth on an epic scale? Dekho. this one-time cloth trader whose group now owns textile manufacturing companies? A ragged marketeer for Shell in Aden whose sons now oversee India's largest oil refinery in Jamnagar? A man who ran from pillar to post. begging for a break. one could not ask for a more spectacular ‘rags-to-riches’ tale.
He has been accused of having manipulated government policies to suit his own needs. the Ambani house has always enjoyed more protection and shelter from the media storms that sweep across the country.Despite his almost Midas Touch. Ambani has been known to have flexible values and an unethical streak running through him. and has been known to be a king-maker in government elections . His biographer himself has cited some instances of his unethical behavior when he was just an ordinary employee at a petrol pump in Dubai.
. Although most media sources tend to speak out about businesspolitics nexus.
. Even Hamish McDonald’s unflattering portrayal of Dhirubhai in his book The Polyester Prince – published in Australia by Allen and Unwin and not available in India – acknowledges his remarkable entrepreneurial talent that made him one of the few Indians on the Forbes list of the world’s wealthy and placed Reliance among the leading 500 companies in the developing world compiled by Fortune magazine. Had the textile tycoon himself not acknowledged once to Time magazine that he was no Mother Teresa.The plethora of scandals and controversies surrounding the Reliance group left Dhirubhai’s supporters completely unmoved. His supporters – and there was no dearth of them – would argue that there was no businessman in India whose track record was lily-white. they would ask.
"I had the courage to defy the system. knew how to bend rules or have rules bent for him. licences were the key and corporate India was he pocket of policymakers. shadowy rules of the game. Either you loved him or you hated him. he wouldn't toe the line." He was a man who aroused extreme responses in others.nopoly controls were the lock. playing exactly the established. He was a visionary as well as a manipulator. There was just no way you could have been indifferent to this amazing entrepreneur who thought big. of irreconcilable contrasts and paradoxes galore." he said. He nted the line to toe him. Only. who was generous beyond the call of duty with those whom he liked and utterly ruthless with his rivals – a man of many parts. Dhirubhai barged into that league. acted tough. a man who communicated with the rich and the poor with equal felicity.
. "face secution even.
big. but we can change the way they Rule Us”
. Ideas are no one's monopoly" "You do not require an invitation to make profits"
"Meeting the deadlines is not good enough. beating the deadlines is my expectation”
"We bet on people”
"We cannot change our Rulers.Quotes by Dhirubhai Ambani
*"I am deaf to the word "no". think fast.