Presentation By:

Akash Kadam.
Vasuki Asundi.
 CORPORATE EXCELLENCE OF THE
ECONOMIC TIMES AWARD WINNERS.

Mr. Anand. G .Mahindra.

Business Leader of the Year named by the Economic Times

Awards
2008-2009.

Anand Mahindra (Born on 1 May, 1955)

is the Vice Chairman and Managing Director
of one of India’s largest companies, Mahindra
& Mahindra.
 Early life

Anand graduated from Harvard College,

Cambridge, Massachusetts , Magna cum
Laude (High Honors).

Following completion of his MBA from

Harvard Business School, Boston,
Massachusetts in 1981.

 Mahindra returned to India and joined

Mahindra Ugine Steel Company (MUSCO)
where he became President and Deputy Managing Director in 1989.

 During this time he initiated the Mahindra Group ’s diversification

into the new business areas of real estate development and hospi tality.
In 1991,

 He was appointed Deputy MD of Mahindra & Mahindra Ltd.

He became the Managing Director in 1997 and took on the additio nal
responsibility of Vice Chairman in 2003.

 Mahindra was a co -promoter of Kotak Mahindra Finance Ltd.,

which in 2003 was converted into a bank - Kotak Mahindra Bank .

 Under Anand Mahindra, the company launched India ’s best loved

SUV, the Scorpio , which today has gone global.
 He has recently been ranked amongst the most
influential men & women in
Mumbai by Daily News and Analysis .

 Mr. Mahindra was a co -promoter of Kotak Mahindra

Finance Limited, which in 2003 was converted into a
bank. Kotak Mahindra Bank is one of the foremost
private sector banks today.

 Mr. Anand Mahindra is the co -founder of the

Harvard Business School Association of India, an
association dedicated to the promotion of professional
management in India.
 He is the co-chair at the World Economic Forum at Davos.

 He is Past President 2003 -04 of the Confederation of Indian Industry

and has also been President of the
Automotive Research Association of India (ARAI).

 Mr. Anand Mahindra is a Director of The National Stock Exchange of

India Limited appointed under the "Public Representatives"
category.

 He takes a keen interest in matters related to education and apa rt

from being a Trustee of the K.C. Mahindra Education Trust, which
provides scholarships to students, he is also on the Board of
Governors of the Mahindra United World College of India.
 He is the Chairman of National Safety
Council of India.

 He is the Founder Chairman of the Mumbai

Festival, which was launched in January
2005. The event was the first
comprehensive festival to celebrate the rich
cultural diversity of the city.

 He is the Co-Chairman of the International

Council of the Asia Society, New York.

Awards
 'Knight of the Order of Merit' by the President of the
French Republic

 Rajiv Gandhi Award 2004 for outstanding contribution

in the business field

 2005 Leadership Award from the American India

Foundation for his, and the Mahindra Group's
commitment to corporate social responsibility

 Person of the Year 2005 from Auto Monitor

 CNBC Asia Business Leader Award for the year 2006

 The Most Inspiring Corporate Leader of the Year 2007

from NDTV Profit.

 Named Business Leader of the Year by the Economic

Times Awards 2008 -2009.
Personal Interests

 Mahindra is a football fan and takes

keen interest in Mahindra United.

 He used to play tennis and has now

taken up sailing. Mahindra originally
studied architecture and film in
America before heading to Harvard,
and remains a keen photographer
with a strong interest in film.

Personality Traits:
 He has poise, presence & attention of all
the people around him.

 He has leadership qualities. He is

ambitious. He is pains -taking and above all
he accepts challenges.

 He has a certain charm and humility that

makes him one of the most admirable
business leaders in our country.
SURVIVAL STRATEGIES DURING
RECESSION:

C reation is only the first phase. You then have to move on to the next
phase of sustaining that creation to the realm of Vishnu the
preserver… Perhaps that is why Vishnu comes not in one, but in ten
incarnations.
- Anand Mahindra, February 13, 2008, Nasscom Leadership Summit

 Government has announced several

packages to help corporate firms overcome
the recession.

 These stimuli will certainly help for two

reasons:
 One is that they will help bring prices down
and encourage consumption.
 Two because they signal the government's
intent to take the crisis head -on,

which will provide a psychological morale

booster. Psychology is a very important
element of recessions and cannot be
ignored.
 The creation of Mahindra Satyam from the wreckage of Satyam
Computer Services has been well accomplished.
Braving scepticism about the future of a company stripped
down by its own founder,

 Mahindra entered the takeover battle and emerged victorious.

 Mahindra is talking of taking the Tech Mahindra -Mahindra Satyam

(TMMS) combine to the ranks of Tata Consultancy Services (TCS),
Infosys, Wipro and Cognizant Technology.

Comparison:
TCS’ revenue has touched $6 billion,
Infosys’ has reached $4.7 billion,
Wipro’s IT services revenue is $4.3 billion
All these companies have been growing at more than 20%
until last year.
The TMMS combine will end 2009 -10 at $2.4 billion
($1 billion for Tech Mahindra and $1.4 billion for Mahindra Saty am).
In all probability, it will have a single -digit growth rate for
the next two years.

 The team is aiming for slightly more achievable

short-term target.

 TMMS sales will have to grow at almost 20%

each year for the next five years.
The combine’s costs have to decline fairly rapidly
as well. And to make it all stick together, the two
cultures of Tech Mahindra and Mahindra Satyam have to
reach equilibrium.

 For Mahindra’s vision to have a fighting chance, New

customers must be acquired, key employees retained and
employee morale protected through all changes.
 The key to growth is sales. Now that the IT services business is facing
huge headwinds from the global slowdown, that task is even more
important.

 “The Mahindra guys have been moving at lightning speed. In just t wo

months, they have figured out who is needed where and who isn ’t
needed at all. Amazing, ” says a Mahindra Satyam programme manager
based in the US. Speed was essential because the older structure was
a mish-mash of overlapping territorial rights. Now, there will be 11
Integrated Business Groups ( IBGs). Each will house sales teams and
delivery units. Most of the IBGs will be focussed on an industry like
banking or telecom or manufacturing.

 The company will also have competency business units ( CBUs). Each
of these will house a functional expertise like enterprise appli cation or
consulting. Satyam also has a number of people — relationship
manager, delivery manager, solutions architect, programme manager
— interfacing with the customer. Now, there will be only two peop le:
Relationship manager and the delivery manager.

 Anand’s prescription had three elements:

 REBOOT,
 REINVENT, and
 REIGNITE.

Which essentially is:

a) get back to basics, and lower our costs and breakeven
levels,
b) focus on innovation, especially frugal innovation
c) and finally, don't lose our entrepreneurial spirit and our
ambitions and keep scanning the local and global
environment for opportunities to expand our market share
and our global footprint even as former global giants
flounder.
 India will be less impacted than the
rest of the world's major economies
and hence has a chance to become a
magnet for capital over the next few
years as long as we achieve at least
5% GDP growth in F10.