an icmr-iipm think tank publication - Cycbth.org
an icmr-iipm think tank publication - Cycbth.org an icmr-iipm think tank publication - Cycbth.org
RAJEEV KARWAL MANY FACTORS CONTRIBUTE TO THE SUCCESS OF A PERSON IN GIVEN CIRCUMSTANCES BUT I WAS NEVER SHORT OF MY EFFORTS, PASSION, OWNERSHIP Rajeev Karwal, Founder and Managing Director of Milagrow count your chickens before they hatch 23 april 2012 PHOTO : SUJAN SINGH wanted to do due to family needs and moreover, there were not much opportunities. However, there is no individual as such who inspired me. But one of the books by Richard Batch left an indelible mark on me. I am someone who always want to test the limit of my mind and body. What is the one thing you think you could have done differently? Honestly saying, I don't have any regrets in my life. It doesn't mean that I haven’t made mistakes. I have made mistakes but have no regrets. There are lot of factors contributing to the success of a person in given circumstances. I have not been short in terms of my efforts, my passion and my ownership. Things may not be successful at times but I take it as part of life. What are the future plans of Milagrow? I wouldn’t like to restrict Milagrow to India. I want it to be a world-wide brand. Might be at certain stage for our product division, we may go for joint venture with some company but it will not happen in the near future of two or three years. As a successful leader and entrepreneur, what advice you would like to give to budding entrepreneurs in India? I would say to all the young entrepreneurs that its very important to go to the market, understand the consumers, come out with new products and services which are truly serving the unmet needs, process the technologies and institutionalize them if you really want to build a scalable business. Else, you won't be able to survive for long in the market. We need to understand that people loose battles in the mind first and physically they lose later.
COVER STORY “CHANGE IS INEVITABLE IF THE COMPANY ASPIRES TO SURVIVE” REPLYING TO CHARU OF CYCBTH, FORMER MD AND CEO OF MERCEDES-BENZ WILFRIED AULBUR TALKS ABOUT HOW CHANGE IS DIFFICULT TO IMPOSE IN ALL CULTURES AND IS A THREAT TO THE POSITIONS OF ENTRENCHED PLAYERS Wilfried Aulbur, Former MD and CEO, Mercedes- Benz India PHOTO : SANJAY SOLANKI Apost doctoral researcher from the Ohio State University Dr. Wilfried Aulbur has carved a niche for himself in the fast developing luxury automobile segment in India. He headed Mercedes-Benz for five years and played a pivotal role in the company's India's operations. In his tenure, the company marked its presence in the truck and the bus business and expanded its research and sourcing operations. Now, he is the managing partner of the world's fourth largest consultancy firm Roland Berger Consultants, India. After serving with Mercedes Benz as the country's Managing Director and CEO, you decided to move out in 2010. What did influence you to take this decision? The years with Mercedes-Benz in India were rewarding and exciting. I thoroughly enjoyed addressing the market challenges together with the team at Mercedes, both employees and dealers. Roland Berger offered me a different challenge. Setting up a consulting operation from scratch, building up the team and the brand, delivering value for customers in India in diverse areas as Automotive, Industrial Goods & High Tech, Energy, Chemicals, Utilities and Consumer Goods and Retail by leveraging a global network of highly competent and entrepreneurial partners. It is a unique opportunity that I am really enjoying. What were the differences in leadership strategies when you shifted from Mercedes to Roland? In a professional service company you deal with small teams of very count your chickens before they hatch 24 april 2012
- Page 1 and 2: AN ICMR-IIPM THINK TANK PUBLICATION
- Page 3 and 4: CONTENTS 12 Marshall Goldsmith Auth
- Page 5 and 6: FLASH POINTS INTERNATIONAL FACEBOOK
- Page 7 and 8: KICK OFFS YOGESH BANSAL “WE HAVE
- Page 9 and 10: INFOGRAPHICS BEYOND NUMBERS CHANGE
- Page 11 and 12: INTERNATIONAL COLUMN CAN LEADERS CH
- Page 13 and 14: INTERNATIONAL COLUMN THE CHARACTER
- Page 15 and 16: INTERNATIONAL COLUMN CULTURE CONTRO
- Page 17 and 18: TCOVER STORY he Dodo, a flightless
- Page 19 and 20: COVER STORY “LEADERSHIP IS ALL AB
- Page 21: COVER STORY “THINGS MAY NOT BE SU
- Page 25 and 26: COVER STORY “THE PROS & CONS SHOU
- Page 27 and 28: COVER STORY “TITAN STANDS FOR SOM
- Page 29 and 30: COVER STORY “YOU HAVE TO SEE BOTH
- Page 31 and 32: EXCLUSIVE COLUMN THE 'HOW' OF TRANS
- Page 33 and 34: INTERNATIONAL COLUMN WHY IT WORKS A
- Page 35 and 36: INTERNATIONAL COLUMN TRANSFORMATION
- Page 37 and 38: FAIR FORWARD “THE AMALGAMATION IS
- Page 39 and 40: EXCLUSIVE INTERVIEW "TIME MANAGEMEN
- Page 41: POSTSCRIPT THE FORTUNE BENEATH INTE
RAJEEV KARWAL<br />
MANY FACTORS CONTRIBUTE<br />
TO THE SUCCESS OF A PERSON<br />
IN GIVEN CIRCUMSTANCES BUT<br />
I WAS NEVER SHORT OF MY<br />
EFFORTS, PASSION, OWNERSHIP<br />
Rajeev<br />
Karwal,<br />
Founder<br />
<strong>an</strong>d<br />
M<strong>an</strong>aging<br />
Director of<br />
Milagrow<br />
count your chickens before they hatch 23 april 2012<br />
PHOTO : SUJAN SINGH<br />
w<strong>an</strong>ted to do due to family needs<br />
<strong>an</strong>d moreover, there were not much<br />
opportunities. However, there is no<br />
individual as such who inspired me.<br />
But one of the books by Richard<br />
Batch left <strong>an</strong> indelible mark on me.<br />
I am someone who always w<strong>an</strong>t to<br />
test the limit of my mind <strong>an</strong>d body.<br />
What is the one thing you <strong>think</strong><br />
you could have done differently?<br />
Honestly saying, I don't have <strong>an</strong>y<br />
regrets in my life. It doesn't me<strong>an</strong><br />
that I haven’t made mistakes. I have<br />
made mistakes but have no regrets.<br />
There are lot of factors contributing<br />
to the success of a person in given<br />
circumst<strong>an</strong>ces. I have not been short<br />
in terms of my efforts, my passion<br />
<strong>an</strong>d my ownership. Things may not<br />
be successful at times but I take it as<br />
part of life.<br />
What are the future pl<strong>an</strong>s of Milagrow?<br />
I wouldn’t like to restrict Milagrow<br />
to India. I w<strong>an</strong>t it to be a world-wide<br />
br<strong>an</strong>d. Might be at certain stage for<br />
our product division, we may go for<br />
joint venture with some comp<strong>an</strong>y<br />
but it will not happen in the near<br />
future of two or three years.<br />
As a successful leader <strong>an</strong>d entrepreneur,<br />
what advice you would<br />
like to give to budding entrepreneurs<br />
in India?<br />
I would say to all the young entrepreneurs<br />
that its very import<strong>an</strong>t to<br />
go to the market, underst<strong>an</strong>d the<br />
consumers, come out with new<br />
products <strong>an</strong>d services which are<br />
truly serving the unmet needs,<br />
process the technologies <strong>an</strong>d institutionalize<br />
them if you really w<strong>an</strong>t<br />
to build a scalable business. Else,<br />
you won't be able to survive for long<br />
in the market. We need to underst<strong>an</strong>d<br />
that people loose battles in<br />
the mind first <strong>an</strong>d physically they<br />
lose later.
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