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Dhirubhai ambani
Dhirubhai ambani
Dhirubhai ambani
Dhirubhai ambani
Dhirubhai ambani
Dhirubhai ambani
Dhirubhai ambani
Dhirubhai ambani
Dhirubhai ambani
Dhirubhai ambani
Dhirubhai ambani
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Dhirubhai ambani

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  • 1. Establishing a Sense of Urgency2. Creating a Guiding Coalition3. Developing a Vision & Strategy4. Communicating the Change Vision5. Empowering Broad-Based Action6. Generating Short-Term Wins7. Consolidating Gains & Producing More Change8. Anchoring New Approaches in the Culture
  • 1. Establishing a Sense of Urgency2. Creating a Guiding Coalition3. Developing a Vision & Strategy4. Communicating the Change Vision5. Empowering Broad-Based Action6. Generating Short-Term Wins7. Consolidating Gains & Producing More Change8. Anchoring New Approaches in the Culture
  • 1. Establishing a Sense of Urgency2. Creating a Guiding Coalition3. Developing a Vision & Strategy4. Communicating the Change Vision5. Empowering Broad-Based Action6. Generating Short-Term Wins7. Consolidating Gains & Producing More Change8. Anchoring New Approaches in the Culture
  • Listening skills (open-door policy)People skillsStory tellingTalking skillsInlining change with desired changeCreating a common change languageCommunicating change to the external world
  • Listening skillsPeople skillsStory tellingTalking skillsInlining change with desired changeCreating a common change languageCommunicating change to the external world
  • Listening skillsPeople skillsStory tellingTalking skillsInlining change with desired changeCreating a common change languageCommunicating change to the external world
  • Listening skillsPeople skillsStory tellingTalking skillsInlining change with desired changeCreating a common change languageCommunicating change to the external world
  • Listening skillsPeople skillsStory tellingTalking skillsInlining change with desired changeCreating a common change languageCommunicating change to the external world
  • Transcript

    • 1. SRINIVASAN 11BM60092 ASHAF KHAN 11BM60024 BALANATHAN 11BM60050 KUNAL VERMA 11BM60008 DINESH KUMAR 11BM60064 NEELESH KHATTAR 11BM60070DHIRUBHAI AMBANI
    • 2. DhiruBhai Ambani - Stratergies for communicating change1: Roll up your sleeves and help – once in conference when thing whenhaywire he actively involved in resolving the issue even though he was in VIPsection2 : Connect with the people in the organization and make them feel thatthey are the stakeholders. He believed in empowering3 : By establishing sense of urgency : he completed all the projects beforetime4 : Listening to experts proactively and changed vision without delay5: Developing a Vision & Strategy: Decide to move from textile business to petrochemicals and refinery .The key difficulty was in raising capital for
    • 3. DhiruBhai Ambani - Stratergies for communicating change 1. Establishing a Sense of Urgency: Thrive to do it before the scheduled time. He and his sons completed all their projects on time, mostly before time. However big the projects were, they completed those in time. No matter how much disturbance or hurdles came in their way. Dhirubhai Ambani and his sons Mukesh Ambani and Anil Ambani derived some techniques to do so. They kept close eyes on their projects to monitor them effectively.2. Developing a Vision & Strategy: Vision was to move from textiles to petrochemicaland refinery. His strategy was in equity. By asking NRIs to invest and also to pledgeshares to Indian stockholders.3. Empowering Broad-Based Action: Dhirubhai Ambani was able to employ the bestpeople, top ranking masters of their respective fields. He was the best pay master of histime. He never compromised in Quality and timeliness. Only those top ranking masterscould make it possible. Human resource was the best resource, according to him.
    • 4. DhiruBhai Ambani - Stratergies forcommunicating change4. Consolidating Gains & Producing More Change: none of the businesses at that time had thought of globalization but Dhirubhai made all his production facilities world class. 5. Anchoring New Approaches in the Culture: converted NCDs to shares and thus acting a pioneer for private firm equity cult. Even government followed his foot steps
    • 5. DhiruBhai Ambani Communicating change Dhirubhai Ambani is awarded with starting the equity cultin India. More than 58,000 investors from various parts ofIndia subscribed to Reliances IPO in 1977. Dhiru bhai wasable to convince large number of small investors fromrural Gujarat that being shareholders of his company would be profitable. Dhirubhai felt tempted to speculate but had no money for that and was still raw for such trading. To learn the tricks of the trade he offered to work free for a Gujarati trading firm. There he learnt accounting, book keeping, preparing shipping papers and documents, and dealing with banks and insurance companies., skills that would come handy when he launched himself into trading about a decade
    • 6. Starting the equity cult To increase capital and expansion of RelianceIndustries, Dhirubhai Ambani came with the idea ofReliance IPO.Challenges:Convincing the senior managers to frontlineemployees about its benefitAttracting investors from outside the organisation tobuy the IPOConvincing large number of small investors in ruralgujarat to be shareholders of his companyCreating trust in his company that the investment cancreate millions of rupees among the minds of investors.
    • 7. Hindrance to changeAttracting millions of retail investors till then dominated by financialinstitutions.Negotiating the resistance shown from top level managers tofrontline employees on the idea of equity.Convincing the rural population of Gujarat and overcoming theirpessimistic nature on equity
    • 8. Lessons learnedAmbani didn’t miss the opportunity of introducing Equity market forretail investors, rural populations.He used the investment made through IPO effectively and madeReliance the first Indian company to feature in Forbes 500 list.Diversification of the company from textiles to petrochemicals,information technology, energy, power, retail, infrastructure, capitalmarkets and logistics.Ambani was realistic about each change and took calculated riskbased on his limits.
    • 9. Achivements of reliance “Growth has no limit at Reliance. I keep revising my vision. Only when you can dream it, you can do it"Dhirubhai H. Ambani Dhirubhai Ambani founded Reliance as a textile company and led its evolution as a global leader in the materials and energy value chain businesses. He is credited to have brought about the equity cult in India in the late seventies and is regarded as an icon for enterprise in India. He epitomized the spirit dare to dream and learn to excel. The Reliance Group is a living testimony to his indomitable will, single-minded dedication and an unrelenting commitment to his goals.
    • 10. Continue… November 2000 – Conferred Man Of The Century award by Chemtech Foundation and Chemical Engineering World in recognition of his outstanding contribution to the growth and development of the chemical industry in India August 2001 – Economic Times Awards for Corporate Excellence for Lifetime Achievement Dhirubhai Ambani was named the Man of 20th Century by the Federation of Indian Chambers of Commerce and Industry (FICCI). A poll conducted by The Times of India in 2000 voted Him "Greatest Creator of Wealth In The Centuries".
    • 11. Thank you

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