1. Sabeer Bhatia• One of the co-founders of Hotmail.• Sold Hotmail to Microsoft for $400 million.• He rejected a $160 million offer by Microsoft earlier.• Hotmail is the worlds largest e-mail provider, with over 50 million users.• With Hotmail he changed the way of emailing.• In 1999 he found ARZOO.COM, in 2005 he converted ARZOO into a travel portal and is now the third largest travel portal in the country
Contd..,• In 2008 he started SABSEBOLO.COM• His future venture includes…. Live office Nano city
2. Vivek Paul• Indian born businessman and founder of Akansa capital.• 1990-1999 he worked in GE recruited by Jack Welch himself• From 1999-2005 he was the Vice Chairman of Wipro and CEO of its global information technology, product engineering and business process services segment.• He grew this business from under $150 million in revenue to $1.4 billion and led its listing on New York stock exchange
Contd..,• Left Wipro in 2005 and was as a partner at TPG capital one of world’s leading private equity investment firms.• Throughout his career he was very well connected with people, his subordinates and other employees in wipro.• He believed that productivity depends upon every employee.• His easy go nature was always welcomes by his employees.
3. Ashok Soota• Cofounder and executive chairman of the Indian IT consulting company Mind Tree• Was the CEO Wipro InfoTech from 1984 – 1999.• He became the CEO of Wipro InfoTech when he was just 34 and he went on to lead Wipro InfoTech from a Rs 7 crore company in 1984 to a Rs1000 crore giant in 1999.• He left Wipro in 1999 and found Mind Tree.• “We can leave our own impact just by leading good lives”- Ashok Soota
Contd..,• With the dot com burst in 2000 it was like the end of the road for Mind Tree, but he steered through the difficult situation as a responsible captain to make the story of the company of success which could have been otherwise.• On 5th April 2011 he announced the launch of Happiest Minds that offers a suite of IT services. Launched Happiest Minds on 29th August 2011.• Within 2 months of its launch it raised $45 million as investment.
4. Mohandas Pai• An Indian chartered accountant.• Joined Infosys in 1994.• CFO of Infosys from 1994-2006• He played a strategic role in transforming Infosys into one of the world’s most respected and widely known software services company.• He formulated country’s first publicly articulated financial policy for the company.• In 2006 leaving the CFO’s office he joined Human Resources and Education and Research.
Contd..,• He left Infosys in June 2011.• Mohandas Pai is one of those leaders in Infosys who took Infosys from a $10 million 500 people company to a $10 billion 1,30,000 people globally with $40 billion of value.• As an HR head he wanted his employees to take independent decisions and he believed in learning and training programs.• The credit for the highly talented youngsters working in Infosys goes to Mohandas Pai .“ The most important test for an MBA is the value that he adds to the organization and not the salary he earns.”- Mohandas Pai
1. Arvind Jhadav• Former CMD of Air India.• 1978 batch IAS officer with nil experience in aviation sector before took charge as CMD of Air India in 2009 May.• On May 4 2009, his first day in office he perplexingly cancelled the appointment of cabin crew. Long leaves were sanctioned for already short staffed cabin crew.• He ignored the fact that the cabin crew were being selected to ensure minimal delays in the on-time operation of the new aircrafts that were being added to the AI fleet.• Due to the delay in hiring the cabin crew hundreds of flights were either cancelled or delayed.
Contd..,• This decision of his only costed Air India Rs 20 billion.• AI bought 3 Boeing 777-300ER at a price of $852.30 million which wasn’t used for three months as AI did not take the delivery.• Upon this AI engaged many consultants like Accenture, McKinsey, Booz Allen which costed them huge money.• “There was a complete disconnect and trust deficit between CMD and the employees”- Capt. Mohan Ranganathan (member safety advisory committee of the Ministry of Civil Aviation.• During his tenure only AI reported a loss of 11052 crores• In August 2011 he was literally thrown out of AI..
2. Rick Wagoner• Joined GM as an analyst in1981.• In 2000 he became the President and CEO of GM and he was elected as Chairman of GM on May 1, 2003.• He focused on profits for the company rather than providing better and good quality products to customers.• He closed down many of GM’s facilities to cut cost which affected the productivity of the company.• He focused on expensive sporty cars and never concentrated on hybrid cars thinking that it was too niche.
Contd..,• All the time he was closing down facilities to cut down cost he was wasting money in other facilities of GM.• Under his leadership GM suffered $ 85 billion in losses.• In June 2009 the company became bankrupt , government fired Rick Wagoner and US government took over the company.
3. Vikram Pandit• Vikram Pandit is the CEO of Citigroup since December 11, 2007.• He is called a slow decision maker.• He often avoids acting on a problem until he felt that every possible risk is involved.• “analysis paralysis’- this is what Citi employees call Pandit’s belated decision making.• He is extremely cautious in his leadership role, always looking to make money with a minimum of risk.
Contd..,• Even when Citi group was making losses he was claiming a huge salary.• Vikram Pandit has been named one of the worst CEOs in America.
Now How will you decide whether a leader is good or bad?
SETTING UP A NEW COMPANY• Every company stats with the intent that one day it will become a large company.• One thing that we have to keep in mind while starting a company is that a startup company is not a small version of a large company• A startup company requires different management principles and a leadership which is more participative.• Every company that has grown from a small scratch to multibillion dollar giants shows that their management principles were different at startup
LEADERSHIP STYLE REQUIRED FOR A STARTUP COMPANY• Startup stage for any business is filled with passion and excitement.• Startup leadership requires passion for vision.• The founder/leader should have direct hands on the day to day operations of the company.• He should lead by examples• Do not be a slave to management theorists.• The leader should be good in networking, experimenting and facilitating
Contd..,• Leaders should be flexible.• The leader should take active participation in functions like forecasting, planning, organizing, commanding, coordinating and controlling.• Employees are the strength and weakness of any company.• Employees should be properly trained and educated. They should add value to the organization.• A Democratic style of leadership will be appropriate for a startup company especially when it is a new kind of business.
HOW CAN LEADERSHIP HELP A COMPANY TO MEET INDUSTRIAL STANDARDS?• Stringent quality control measures should cover every aspects of business – the leader should make this sure.• Real world examples has shown how quality of a product can affect the reputation of a company• This is dependent on the vision of the leader.• The success of any company depends on how well it serves the needs of its customers.