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We Develop Human Capital "Not to unlearn what you have learned is the most necessary kind of learning" said Antisthenes. Our passion at 'The Enablers' is to develop people. Developing human resources is more important to 'The Enablers' than getting clients. We want to make sure that people take way something valuable and useful for their lives. In our workshops, we create an environment which is conducive to learning. We encourage participants to: • Un-learn what is obsolete. • Learn what is contemporary to become futuristic. • Un-learn and re-learn, un-learn and re-learn again! When people follow these three steps, the miracle process begins - the process of excelling. With this mission, 'The Enablers' was established in January 2004 by Prof. Vivek Hattangadi. ‘The Enablers’ unlock the concealed potential in people and leverage their latent talent so they emerge as winners. In our learning sessions, the participants learn the way an excellent surgeon learns - practicing what has been learned through purposeful activities rather than merely from instructions. Our sessions are pragmatic; learning’s are doable. We have a large clientele even outside India.

Thursday, March 02, 2006

The Indian Pharma Leaders I Adore and Respect

The Indian Pharma Leaders I adore and respect !

I have read so much on leadership, the qualities of a good leader, the differences between a leader and a manager - but one of the best descriptions of leadership has been attributed to Field Marshal Sam Manekshaw. During one of his speeches to the Army Officers during the Indo-Pak war in December 1971 he said: “Leadership is the sum essence of character, personality, motivation and sacrifice. It is also the fine art of inspiring people even in the most trying conditions. The art of leadership requires a life time of sacrifice, devotion and selfless deeds.”

What a lovely thought! In this competitive world of today, you have to be a cut above the rest. Thorough professionalism, innovative thinking, a highly analytical mind and complete dedication is what is required in a good leader.

And this is how some of the greatest Pharma leaders were made!

A very important quality for a leader is to have clear vision. He should be able to identify the drivers and catalysts of that vision. Having done that, a good leader should create a robust organization that has the strength and energy to march ahead. A shining example of this is Dilip Shanghavi of Sun Pharma. He ensured that all team members stayed focused and motivated and that paid rich dividends to the company. He encouraged feedback and even criticism which were professional in nature. His team, therefore, delivered consistently high performance. He made his people understand that persistence is not about trying – but about the determination to achieve its objectives. And the employees kept on reflecting on how they can help Sun Pharma achieve its objectives. Proper communication helped build right perspectives among employees. The foundation for organization’s future success was laid by setting the right tenor from the beginning. He created a ‘thinking organization’. He stimulated a thinking environment within the organization.

Leadership also means communicating a vision that motivates and inspires others. Late U.N. Mehta of Torrent Group of Companies was one such leader. He was able to transform and energize the people working in Torrent. He had the ability to ignite passions and could connect with his team. His team knew where exactly it headed and his team could translate vision into reality. “Failure is not a crime – aiming low is a crime”, he continuously preached. He constantly looked for new opportunities and challenges. His belief was firmly rooted in the 3S philosophy – systems, speed and spirit. This was combined with transparency, result orientation and empowerment and catalyzed the organization towards greater growth. Sudhir Mehta is definitely his worthy successor. Through his magnetism and quiet persuasion, he enlists the employees in the company vision.

Binnish and Nimmish Chudgar of Intas Pharmaceuticals typify the leaders who knew that risk taking can involve failures and disappointments. They nevertheless took risks and made Intas what it is today – the most adorable company in the Pharma industry. When about a decade back, the annual turnover of the company was less then Rs.200 millions, they decided to invest Rs.300 millions in a new ultra-modern plant which met US-FDA and UK-MCA specifications. They were the first to invest in the most modern Pharma packaging – double aluminum blister foils (now known as Alu-Alu pack) which made the company stand out and their corporate credibility reached new heights. They made their people feel like heroes in the industry! They were creating an ideal image of what an organization can become. The people in the organization were ordinary, but they accomplished extraordinary results. They made every employee take pride in Intas.

The single most critical ingredient, which has made Sami Khatib, of Medley Pharmaceuticals a successful leader, is passion – passion for hard work. At 70+, he is still a workaholic and can put to shame people half his age. He has been able to infuse his whole team with that same passion. He shares his passion with his team by translating his passion into a vision for Medley Pharmaceuticals. He coaxes, cajoles and inspires his people into sharing his vision. He uses his communication skills to psyche up his people. He evokes trust among his followers. He has faith in the abilities of his people and makes them realize that every person has the potential to grow. And he gives them the opportunities to do so. He once mentioned that although Kotler has talked about the 4P’s of marketing, but he has not talked about the 5th and the most important P – People. He really considers people as his assets.

Another great leader in the Pharma industry I shall cherish forever is the Late P.J. Menezes of the Cosme Mathias Menezes Group. He had the uncanny knack of making some of the top multinational pharmaceutical and FMCG companies collaborate with his group and obtain sole marketing rights of their patented products in India. At one time the company simultaneously had tie-ups with Carter-Wallace (USA), Upjohn (USA), Pharmacia (Sweden), Bristol-Myers (Britain), Leo Pharmaceuticals (Denmark), Takeda (Japan) and Old Spice (USA)! This was at a time when the larger Indian companies never thought of this! He exhibited excellent leadership qualities – a coach cum player. In fact he was the mentor of his team. Even at the age of seventy-five, he moved about in the field along with medical representatives meeting doctors and retail chemists! He even celebrated the diamond jubilee of his field working. (He started his career as a salesman with Nestles). He ensured that organizations work culture facilitated employee growth and development. Except for the top position, all promotions were from within. Employee development resulted in the overall growth of the organization.

Leadership is not the private reserve of a few charismatic men and women. It’s about ordinary people bringing forth the best from themselves and others. All my idols from the Pharma industry created a culture where people dream, imagine, collaborate, invent, experiment and most important – deliver.

These are the people who have made the Indian Pharmaceutical industry a force to reckon with internationally.


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