NOT MUCH HAS BEEN WRITTEN about Cyrus Mistry’s leadership style. For a young 43-year-old, well- educated professional (from a wealthy family that held a significant, if minority stake in the Tata Group) to take charge as the Group Chairman, was no mean feat. And Mistry certainly was not a push over. He had studied civil engineering at Imperial College, London and acquired an MBA degree from the London Business School. He had been participating in his family’s business enterprise, which was largely concentrated on construction and infrastructure development.
Cyrus Mistry had entered his family business in 1991 as a director of Shapoorji Pallonji & Co. Ltd. In 1994, he assumed charge as the managing director of the group. Under his stewardship, the turnover of Shapoorji Pallonji’s construction business grew from $20 million to nearly $1.5 billion. He led the diversification of the group from construction to design and large- scale and difficult projects across oil and gas, railways and the marine sector.
It was around this time that the Shapoorji Pallonji’s group acquired many large construction projects in Hyderabad, which were then the dream city development project of the then Chief Minister of Andhra Pradesh, Chandrababu Naidu. Many industry watchers attribute Mistry’s leadership style to have been “hands-on, fold-the-sleeves and getto-business”. For Mistry had seen the downturn during the realty slowdown, and worked with his team to hold on to the sustainability of business and to scale it further.
In the limelight
This story is from the {{IssueName}} edition of {{MagazineName}}.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
Already a subscriber ? Sign In
This story is from the {{IssueName}} edition of {{MagazineName}}.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
Already a subscriber? Sign In
Is Leadership Without Hierarchies Possible?
LEADERSHIP IN THE current era is more challenging than ever before.
The Rise and Evolution of Coffee Culture in India
AS A BANGALORE native, South Indian filter ‘Kaapi’ has always been a significant part of our tradition.
The Daily Ground Goes Desi
Success in Tier-2 and Tier-3 cities hinges on several key factors, with one of the most important being the ability to offer high-quality products at an accessible price point
Cracking The Indian Code
TARUN JAIN, CEO of Tim Hortons India believes in creating an experience at cafes by blending global quality, local flavours and affordability
Making Coffee the New Chai in India
Affordable, great-tasting coffee made fast-abCoffee is reshaping how India drinks coffee
Scripting A New Era Of Coffee In India
From a bootstrapped startup to international expansion, NOTHING BEFORE COFFEE is brewing its way to the top by challenging the giants of the coffee industry with innovation, personalisation, and sustainability
"Driven By A Younger Demographic, Coffee Culture Is On The Upswing"
SUNIL D'SOUZA, Managing Director and CEO of Tata Consumer Products, discusses the company's strategic growth in India's booming coffee market, focusing on premiumisation, innovation, and expanding consumer experiences both at home and in cafés, in this exclusive conversation with BW Businessworld's Tarannum Manjul
Fresh Brew, Big Ambitions
From startups to stores, Beanly's Samayesh Khanna and Rahul Jain elevate India's coffee culture by making freshly brewed coffee a daily delight
"On Track To Become India's Top Café Chain"
In an exclusive interview, RAJAT AGRAWAL, CEO of Barista Coffee, shared insights on the company's current market position, expansion strategies, and its response to growing competition
"Ensuring A Seamless Coffee Experience Outside The Cafe Is The Next Big Thing To Watch Out For"
In an exclusive conversation with BW Businessworld's Resham Suhail, Third Wave Coffee CEO RAJAT LUTHRA and its Co-founder AYUSH BATHWAL delve on how they are navigating the competitive landscape, going beyond retail and tapping changing consumer preferences