In 2011, the Godrej Group announced an ambitious target of 10 times revenue growth in 10 years. Today it seems group companies are separately pursuing targets. What are your thoughts?
The 2011/12 exercise was a group-wide direction setting for businesses to determine the quantum of investments needed and have a strategic focus for the coming decade. It was a longer-term view rather than the conventional three-year strategic business planning model. In some businesses, we looked at strengthening our play in international markets, while in others, we thought about diversifying into adjacent businesses.
Since G&B is a diversified conglomerate, business realities and industry dynamics for each business segment are vastly different. Some are long cycle and dependent on government orders while others are short cycle businesses that work with private sector companies and can be more agile to scale. So, some businesses grew faster than others. The G&B Board felt that a one-size-fits-all approach could not work for such diverse businesses. It was important to have separate growth targets for each business to be in sync with market realities.
Godrej has transformed a lot in the last 10-15 years, ever since Adi Godrej’s children Tanya, Nisaba and Pirojsha, started leading operational responsibilities. How is transformation and innovation guiding G&B?
この記事は Business Today の October 18, 2020 版に掲載されています。
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この記事は Business Today の October 18, 2020 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、8,500 以上の雑誌や新聞にアクセスしてください。
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