Dhirubhai thought—‘‘It is not enough just to set a last date of a project. The expectation should be its accomplishment before that date.’’
On this motto his sons have been acting upon faithfully. The father has left big impression and influence over his sons. Dhirubhai used to visualise the projects and his sons, Mukesh and Anil would give them concrete shape without any fuss. It was when Dhirubhai was alive and his sons were actively working with him as his business associates. In Dhirubhai’s own life time the two brothers had taken over most of the responsibilities on their shoulders from the father. There was unique harmony and understanding between the father and the sons. Everyday for two hours the three used to discuss the industry related matters in the mornings. This discussion determined their day’s programmes and and strategies. In the same meeting they used to consider the guidelines or advices sought by the managers of various companies of their group. They would workout the replies decided upon. If some project faced some problem the solutions was thrashed out in these meetings after proper and deep considerations and discussions. If fresh capital investment was required in some project the three would talk about the ways the capital could be made available. They would also see if the change in some policy of the government would require them to make corresponding adjustments in their own policies of business or industry. The duties and the responsibilities of each were aportioned. In this way the father and the sons worked like a team.
Where final decisions had been taken the work would start with full thrust or impetus added in the continuing works. From the high officials and technocrats to workers of the Reliance the father-sons trio was an ideal. They were examples for others to follow.
Anil Ambani used to reach office one hour before the scheduled time. The other employees could come one hour later. But where the master arrived one hour earlier how could the subordinates lag behind? This funda of Anil gave the message of the importance of punctuality to officials and workers of the company.
The elder son, Mukesh’s work would start right from his house. He used to reach office at the scheduled hour. Mukesh, in the capacity of Vice-Chairman and managing director would get down to do his duties. Every project was reviewed at table and then inspection visits started. He would emerge out of the airconditioned chamber and see the working units himself in operation. Ambanis knew the psychology of the workers and understood that the personal visit of the top boss to the work left positive effect on their working capacity.
But the roles of the brothers changed just the other way round when it came to division of works amongst the capable officials while investment briefings. Anil has been a good communicator and more proficient in public relations while Mukesh was an excellent administrator who would not waste words. That is why Anil Ambani had handled most of the corporate communication and public relation works of Reliance. Both the brothers were and are seriously conscious about their corporate image. In a way they supplemented each other when they were together during their father’s life time. Mukesh Ambani wanted the work or a project completed without any argument or debate. The decision is made, so finish the task was his simple motto.
The team spirit of Dhirubhai, Mukesh and Anil got infused into Reliance workers. Similar unity of purpose and co-ordination could be seen in the three wings of Reliance industries namely authorities, officials and workers as if inspired by the three Ambanis.
Dhirubhai had trained his sons to be ready to face any eventuality or challenge. They always kept several options ready if thing went wrong anytime, anyway or anywhere in their business empire. Second and third projects or plans would be ready and worked out for implementation. Whenever Dhirubhai slightest doubt about a project running out of resources before its finish date he would keep the additional resource already worked out. ‘Ifs’ and ‘buts’ could not halt his projects.
Whenever capital was required to be raised from the domestic market or international resources Dhirubhai used to have everything ever ready so that little time was lost in getting it. His preparedness mechanism was extraordinary. When P. Chidambaram was having the charge of finance ministry in the past then a bond presentation plan was on in U.S.A. For that, finance minister’s approval was needed. Dhirubhai was to tap that resource for one of his projects. When the approval of the finance minister arrived Dhirubhai presented the bond within three hours and the finance ministry was promptly intimated about it. Such used to be the preparedness of Dhirubhai that little time was lost in follow-up steps. He kept his paper work updated to the last possible level.
One other attribute of Dhirubhai Ambani was that he would keep with others in close tow. He took all the concerned people in confidence and for himself he earned their trust. All his men in whatever wing, be it technical experts or financial managers or workers kept total faith in him. Ambani’s never ignored any suggestion which envisaged the welfare of their workers. Because of this attitude his workers got world class facilities for living, medical treatment and entertainment. His industrial house employed 85,000 people with more inductions ever on the cards as expansions never stopped. It was an example of ideal human resource management.
