CEO

Do These 4 Things If You Want to Be a CEO Some Day

Start laying the groundwork now.

If you’d like to see what it’s like to be a CEO, the Adecco Group, an HR company, is offering the chance to be CEO for a month. (No, you don’t really get to take over the company, but you do get paid $10,000 for the month, as well as numerous training opportunities and the chance to shadow the real CEO.)
But if you aspire to really grab the top job one day—or any C-level position, for that matter—it won’t happen because you won a contest. C-level hopefuls are rigorously vetted by executive recruiters, Board members, and other senior management executives. As you manage your career, whether you’re one rung or several away from the top job, here are four areas where you will be heavily screened:




CP GURNANI



MANAGING DIRECTOR AND CHIEF EXECUTIVE OFFICER, TECH MAHINDRA
CHAIRMAN, NASSCOM


CP Gurnani (popularly known as ‘CP’ within his peer group), is the Chief Executive Officer and Managing Director of Tech Mahindra.
An accomplished business leader with extensive experience in international business development, start-ups and turnarounds, joint ventures, mergers and acquisitions, CP led Tech Mahindra's transformation journey, and one of the biggest turnarounds of Indian Corporate History - the acquisition and merger of Satyam.
His inimitable style of leadership, combined with his sharp focus on customer experience has helped Tech Mahindra emerge as one of the leading digital IT solution providers of India.
In a career spanning 35 years, CP has held several leading positions with HCL Hewlett Packard Limited, Perot Systems (India) Limited and HCL Corporation Ltd. An outstanding people's manager, CP has an entrepreneurial style of management that is a blend of enthusiasm and dynamism. He tends to focus on people's strengths to bring out the best in them. 'Work hard and play hard' is his motto and he applies it to all aspects of his life with complete passion.
A chemical engineering graduate from the National Institute of Technology, Rourkela, he is a distinguished and active alumnus of the Institute.
CP has been chosen as the Ernst and Young ‘Entrepreneur of the Year [Manager]’, CNBC Asia’s ‘India Business Leader of the Year’, Dataquest ‘IT person of the Year’ - for the year 2013 and Business Standard ‘CEO of the Year’ 2014. He was also recently awarded the ‘Best CEO of the Year’ at the Forbes India Leadership Awards 2015. Recently added to the bucket was ‘Asia One Global Indian of the Year - Technology’ 2016.
On April 6, 2016, CP was appointed Chairman of NASSCOM for 2016-2017. Mr. CP Gurnani has also been felicitated with an honorary Doctorate degree by Veer Surendra Sai University of Technology.
He was also recently being featured among the top 100 global CEOs as part of The Wall Street Journal CEO Council 2016.
CP strongly believes in promoting child education. He is an active member of the Tech Mahindra Foundation – launched in 2007 to help the underprivileged children with 116,000 beneficiaries & counting. CP, along with his wife Anita, have founded ‘Titliyan’, an NGO located in Noida spreading smiles, happiness and education to more than 140 under privileged children – a dream project for the Gurnanis.

Bernard  Arnault


Born on: 5th Mar 49Born in: FranceMarital status: MarriedOccupation: CEO of Louis Vuitton Moet Hennessy (LVMH)
Bernard  Arnault  net worth is estimated at $37.5 billion. Arnault is richest person of Europe and among top five richest persons in world with a personal wealth that exceeds US $ 30 billion. He owns world's biggest luxury brands and played a big role in their rise to prominence. He is a man of taste and style and is a typical European when it comes to life style, thanks to the huge Bernard  Arnault  net worth. As unlike his American and British peers he loves to spend his time playing piano and tennis. He is classically trained Pianist and loves Chopin compositions. His fitness also has always been a matter of envy for other businessman thanks to his love for tennis. He is very fond of vintage wines and cognacs and his success in business of lifestyle can be attributed to his own understanding of style, sophistication and class, which he reflects from every aspect of his personality. He has married twice and has five children from his marriages. He is also known de facto cultural ambassador of France and played a big role to diffuse the tensions between France and China in run up to Beijing Olympics. His services have been well appreciated with highest civilian decoration in France, "Grand Officer of the Legion of Honor", this in return is a plus factor to Bernard  Arnault  net worth. For all the busyness and hectic schedules, he makes sure that his family still gets the best part of him. In his biography, The Creative Passion, he says that he always eats breakfast with his two youngest sons. As head of Louis Vuitton Moet Hennessy (LVMH) Monsier Arnault has elevated the status of the corporations acquired. One of the last acquisitions was the buying of shares for the famous jewelry house Bvlgary which expanded Bernard  Arnault  net worth even more. Bvlgary Jewelers one of the most recognized jewelry houses of the world serves clients such as the European Monarchies. The acquisition was questioned through a hostile takeover of shares.


K.R Nagarajan : 
Over 30 years ago, K.R. Nagarajan quite literally stumbled into the business of veshti (dhoti).
A failed joint venture in Tirupur, the textile capital of Tamil Nadu, left him with dhotis worth Rs. 85,000 in return for his investment. He hit the familiar ground of Rayalaseema, where he had worked as a marketer for his previous employer, just to wash his hands off the stock and retrieve his money.
But, seeing the demand for dhotis in Rayalseema, he hit upon a new business idea. “I realised if I improve the quality of my cotton, which nobody even tried back then, I could generate a business out of this failed attempt,” he said.
He knew that in Tirupur, when people were not labouring in the fields, they were making knitwear in handlooms, found in almost every backyard. He recalls: “I went about town telling people, ‘Agriculture is not looking so good. I’m back from Rayalaseema and there is a good price for dhotis; will you make them for me’?” The word spread.
His offer to farmers to shift to textiles came in late-1986, at a time of drought. The cooperative banks were wiling to lend as the alternative was giving out more farm loans, which would only translate into more bad debt. Sourcing 80s-count cotton, which Nagarajan found prohibitively priced even then, he engaged some relatives and friends in Tirupur to make dhotis at his wholesale unit. With his first batch of white veshtis, Nagarajan approached a retailer in Rayalaseema and pitched his goods at Rs. 110 apiece when the going price was Rs. 60-70.
“I said I’ll pay him for unsold goods, but the price stays. I went back after a week to know if my dhotis found purchase, and the man said people wanted more of my dhotis.”

RETAIL FORAY

The company’s retail entry was a coincidence. In 1999, the Tirupur wholesale unit moved to a more spacious location. “The original place was lying vacant. And since people by then wanted a showroom experience, I decided to set up an outlet there,” said Nagarajan. His parents took care of the first show room.
“It was only after my Coimbatore outlet in 2003 that I decided to open more stores, as they create a touch point with customers,” he said. T. Kannan, Managing Director, Thiagarajar Mills, who has seen the rise of Ramraj, said the business concept was innovation in labour: Instead of recruiting staff, he convinced weavers to take up contracts, saving him the capital on machines and land.” Now, over 1,000 families in the Tirupur belt have contracts with him. “It is one of the most successful brands in the last decade,” said Kannan.

SUB-BRANDS

Ramraj engages 4,500 workers to convert 2.5 lakh metres of cotton yarn into dhotis, shirts and innerwear every day. It sources over 2,000 varieties of cotton once a year to beat cotton price fluctuations.
The brand now has six sub-brands for t-shirts, running pants, innerwear, silk dhotis and shirts, women’s wear, children’s dresses and linen apparel. By April 2014, these brands will graduate from Ramraj outlets to the shelves of multi-brand operators, where they will stand collar to collar with global brands.
Dhotis and shirts are Ramraj Cotton’s bread and butter — over 95 per cent of its revenues come from them. As the company heads towards the Rs. 1,000 crore revenue mark, it looks to expand its brand through t-shirts, women’s wear and silk apparel.
Nagarajan is not even looking to tap the young fascinated by international labels. “There are two sides to the India fashion story: Western styles and its stitching standards and, on the other side, the average price-conscious Indian who is middle-aged and does not aspire for big labels. There are plenty of them.” His target group for t-shirts is the 35-year-old.
After a three-year lull, textile exports have begun to pick up now. In Tirupur, orders for shipment from the West are streaming in, but there is a shortage of labour. But given Nagarajan’s flair for making people work for him, it should not be difficult even this time around.
Source : http://www.thehindubusinessline.com/companies/ramraj-weaves-a-success-story-with-labour-innovation/article5258050.ece

Best C.E.O Private Sector  from forbes Leadership awards : 

KBS Anand: Taking Asian Paints to homes and beyond



The biggest eye-opener was that no one is interested in paint,” says Kanwar Bir Singh (KBS) Anand, managing director & chief executive officer, Asian Paints. This was in 2000 after a year-long customer engagement exercise by Asian Paints. And even for a 21-year veteran of the company, at the time, the finding was a revelation. 

We are sitting in his office at Santacruz in suburban Mumbai. And Anand, 61, is talking about what was, clearly, a turning point for Asian Paints. It was the longest-ever customer engagement the company had done till then, conducting 850 interviews and group discussions. What they found was that paint as a product was very low on people’s minds, only coming to the surface every three to four years when it was time for home improvement. Second, it was the woman of the house who was the actual customer. And there was a third, rather self-affirming realisation: The only brand customers know and recall is Asian Paints.

Things might have changed since then but one thing has remained—Asian Paints, founded by Champaklal Hiralal Choksey in 1942 and the market leader since 1967, has over the years only managed to strengthen its lead.

 For More :  

 http://www.forbesindia.com/article/leadership-awards-2016/kbs-anand-taking-asian-paints-to-homes-and-beyond/44895/1

Vijay Chauhan & family
Chairman/Managing Director
 Parle Products Pvt Ltd


·         Net Worth                                   $3 Billion
·         Age
·         80
·         Source Of Wealth
·         Biscuits
·         Residence
·         Mumbai, India
·         Citizenship
·         India
·         Education
·         Bachelor of Arts / Science,
·         Massachusetts Institute of Technology


Vijay Chauhan is the patriarch of family that controls Parle Products, best known for its popular biscuit, Parle G. The privately held biscuit, confectionery and snacks maker gets 80% of its estimated $1.3 billion revenues from biscuits. The Chauhans? recent decision to shut down Parle's 87-yearold factory in Vile Parle, a Mumbai suburb for which the company was named, created a furor on social media. Parle made an announcement on Facebook that the move would not impact availability of its products, as it has numerous factories across the country.


For More : Forbes/Bloomberg 


















MR. KAPIL BHATIA





EXECUTIVE CHAIRMAN,

INTERGLOBE ENTERPRISES

Kapil Bhatia is Executive Chairman of InterGlobe Enterprises. An early entrant in the travel industry, Mr. Bhatia began his career as Sales Manager of an IATA agency. In 1964, he founded Delhi Express Travels, which gradually developed into a group of travel related organizations. He continued as the Managing Director of Delhi Express Travels for over 25 years. InterGlobe Enterprises has grown from a single company to a formidable travel corporation as a result of Mr. Bhatia’s foresight and the confidence he displayed in his team.

Mr.Bhatia is an active member of various industry associations. He served on the Board of Directors of Andhra Bank Ltd. and Punjab National Bank and has been Chairman of the Tourism and Aviation Committee of the Associated Chambers of Commerce and Industry of India.



 INTER GLOBE ENTERPRISES :


                                      Business : 


AVIATION, 

HOSPITALITY,
   
TRAVEL COMMERCE, 

IT&BPM ,

AIRLINE MANAGEMENT ,

 ADVANCE PILOT TRAINING.




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