I Admire

Successful organisations worldwide have certain denominators in common, ranging from a set of streamlined systems and processes to an empowered taskforce to the use of cutting-edge technology. This quintessential success formula is visible throughout the corporate powerhouses such as Cairn India, ICICI Bank and HDFC's corporate governance models. I admire all three organisations for the indigenous ways they have adopted to shape the goals and objectives of their respective organisations.

Cairn India is currently ranked the fourth largest oil and gas company in India. The company has a market capitalisation in the excess of $6 billion and is growing by leaps and bounds. ICICI bank is India's second largest bank with a network of over 573 branches. Established in 1955, ICICI bank was the first Indian company to get listed on the New York Stock Exchange.

HDFC Bank is one of India's leading banks providing a wide range of financial products and services to over 10 million customers across cities in India. The bank's competitive edge is clearly visible in the use of technology and critical processes.

In my personal experience, over the many years that we have been operating, what is interesting is that the success formula of these organisations lies is keeping everything simple; systems oriented and process driven. The company works towards creating and delivering shareholder values and continuously invests in the every organisations most important yet sometimes understated capital asset human resource. I admire the way Rahul Dhir, KV Kamath and Deepak Parekh, have been able to consistently steer their companies on a growth path, given the turbulent times and the current global economic recession.

These visionaries have not only led the company but also empowered their teams to take executive decisions based on in-depth industry knowledge and professional expertise. It is a well-known fact that these companies and its top management holds steadfast to promoting the entrepreneurial spirit within their companies.

I am in the process of inculcating these very basic but universally successful and sound systems of operations in my own company. While we are in the process of corporatising our identity, there is a long way to go before we achieve the status of a fullfledged corporate entity. With regard to the same, the learning's from whom I consider, leaders and shapers of Corporate India, are a plenty.

The corporate precedent set by these companies will help shape the overall mission and vision of Mehrasons Jewellers as a corporate. Our vision is to create new systems of corporate governance in jewellery retail backed by a professionally-trained workforce empowered to make bold decisions.

As Bill Gates once said; "As we look ahead into the next century, leaders will be those who empower others." I believe in this statement and strive towards making this a reality and the way of functioning within Mehrasons Jewellers.

The writer is MD, Mehrasons Jewellers