What has been your philosophy in the expansion exercise since the 1970s?
It has always been our endeavour to create larger value for society and increase our economic contribution. Therefore, the whole idea has been that we should participate in newer segments. So, the philosophy is to identify market opportunities, areas where there is good headroom to grow and where our institutional capabilities can be leveraged. Secondly, we have always forayed into segments with the commitment that we will invest to become leaders. When I say leadership, it is not just the size or merely the financial metrics, but, very clearly, quality which is at the core of our DNA.
The other facet that we have always embraced, much before the “ESG” [environmental, social and governance] concept became a currency, is the “stakeholder”. We have never believed in the narrow definition of “shareholder”. It has always been “stakeholder” for many decades. Having synergistic and collaborative partnerships with all stakeholders has helped us to grow and create unique sources of advantage as well as enable sustained value creation. We have also nurtured an organisational culture that is built on the foundation of perseverance, entrepreneurial mindset and a strong will to challenge the status quo. The focus has been on making the right strategic choices. We have leveraged good things of the past to build the present.
It has been a journey of continuous challenges as we moved along, with changes in regulations, circumstances and even opportunities ... We have also not hesitated to make an exit where things have not worked out. A recent example is our lifestyle retailing business. It was not a strategic fit, so we exited.
この記事は Outlook Business の August 2023 版に掲載されています。
7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。
すでに購読者です ? サインイン
この記事は Outlook Business の August 2023 版に掲載されています。
7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。
すでに購読者です? サインイン
From Chandni Chowk to Global Recognition
For Manish Aggarwal, director at Bikano, Bikanervala Foods, the family business was not just a responsibility but a passion he took to the global stage
Spotting AI Scams
Al has become an integral part of our lives, from customer service no insurance claims. But it is also becoming a tool for fraudsters who use it to scam individuals and corporations
Let a Hundred Flowers Bloom
On the banks of the Ganges in industrial Kanpur, a start-up has blossomed that turns waste flowers into incense
BATTERY LOW
India produces enough green energy to power many of its largest cities yet lacks the storage to use it efficiently. A nation blazing forward must leap ahead in battery technology to stay on course
We Have Everything Going for Rajasthan
Rajyavardhan Singh Rathore, Rajasthan’s industry and commerce minister, tells Pushpita Dey why the state is suited to become a hub for investments.
Dairy and Other Dilemmas
India’s refusal to open its dairy market has complicated trade negotiations for years. As global partners demand concessions, is the cost of protectionism outweighing benefits?
Riding in a Maze
As gig workers ride into an uncertain future with little more than a smartphone and a bike, the government is struggling to arrange a socialsafety net. But millions without social security is recipe for disaster
BIRLA'S BIGGEST BATTLE
As Kumar Mangalam Birla completes 30 years at the helm of the Aditya Birla Group, he has a battle to defend his businesses and conquer new ones
THE INNOVATION LEAP
India dreams of becoming a product nation. But unless the corporate sector significantly increases spending on R&D, the country will continue to lag behind global peers
EDUCATION BUDGET MUST DOUBLE EVERY 3 YEARS
Veezhinathan Kamakoti, a renowned academic and director of Indian Institute of Technology Madras, tells Deepsekhar Choudhury on what technology sovereignty means for India and how it can propel the country towards its vision of becoming a developed nation by 2047.
