A book on our great maternal uncle

How our beloved Maternal uncle, SN,  touched our heart and life

In the celebrated  Indian family tradition, maternal uncle plays an important role in the lives of children of his sister.  In our large family, our maternal uncle,  late Sri S Nataraja Iyer of SBI, Mumbai, as a wonderful human being,  created a profound and powerful influence in the lives of many relatives and friends. It is 19 years since he passed into pages of history. But, we all still admire and adore him for his devotion to God and Gurus, his selfless service, foresight, humour, positive approach, patience and unconditional hospitality. Hailing from Tappalampuliyur village near Tiruvarur in TN, he was the younger brother of my beloved mother, Kamalambal. After working in Sundaram Motors in Chennai and Railways at Jabalpur, he joined the erstwhile Imperial Bank of India in Mumbai and which later became SBI.

Thirty years ago, Mumbai was the only major job market and it topped the minds of aspiring middle class for starting their career. It was SN and  his family who had graciously accommodated them in their large heart and small house. I am one of his nephews always grateful for his support in shaping my life and career. After my PG at Kumbakonam arts college,  he invited me to come to Bombay in 1978. I lived in Mumbai for three years before returning to Madras in October 1981.  

Two years ago,  when I revealed my interest to bring out a book on uncle using my long experience as a journalist, my uncle’s sons, N Muralidharan ( formerly with Wipro, Jobstreet.com and now a consultant in B lore)  and N Pattabiraman ( now holding a top position in Axis Bank, Mumbai), encouraged me to go ahead. Then, we asked relatives and friends to share their thoughts on  how SN influenced their life.

Finally,  September 25, 2011 marked a memorable day in my life. That day, a coffee table book compiled by me on our beloved uncle, was released by uncle’s wife and our beloved aunt, Smt Jayalakshmi,  at a function in Navi Mumbai. Titled Thoughts of Dear & Near on Sri S Nataraja Iyer, the book is meant to serve as a good material for today’s generation to refer, reflect and imbibe my uncle’s great human qualities. It was a proud occasion attended by relatives and friends of uncle family. A number of people including my aunt, uncle’s sons and daughter, son in law, daughter in laws and others have nicely shared their ever green  memories about our uncle.. A number of gen-next members showed keen interest to read the book to know about my uncle.

In my preface, I have mentioned that we are all proud of India emerging an economic power and big improvements in our career and personal life. India stands out from rest of the world and able to march ahead due to its celebrated democracy, secularism and peace-loving people. At the same time, there is a concern over westernisation of our established culture, tradition and values. Our cherished joint family system is on the wane. Fostering harmonious relationship among family members, friends and neighbours has become a big challenge. Gen next is  desperately on the look out for elders and God fathers to guide them in leading a peaceful and prosperous life.

Here is a collection of thoughts of late S Nataraja Iyer (SN) who was a beacon of light for many. He was a role model for young and old. It is meant for private circulation and given to important members of our family. Along with this article I have shared the pictures taken on the occasion. I am holding a book and the pix was clicked at our home in Chennai by my son, Lakshman ( alias) Sreekumar on Diwali day.

---

I am happy to see one more gen next member of TVS family- Mr Sudarshan Venu coming on board. Son of well known corporate couple, Shri Venu Srinivasan ( CMD TVS Motor) and Ms Mallika Srinivasan ( Chairman & CEO, TAFE), Sudarshan Venu has been appointed as an addl director of Sundaram- Clayton. I have lot of admiration for TVS group and its rich legacy. It always stands for Trust, Value and Service. Thanks to the active role being played by a number of Senior family members, the group companies are seeing a smooth succession.  Sudarshan too  comes with rich academic credentials. Twenty two year old Sudarshan is a smiling and  simple person. I wish him all the very best for having a long, eventful and successful career in TVS group. I am also happy to note the return of Krishna Mahesh as COO of Sundaram Brake Linings.  On this occasion, it is my share below my article on TVS group carried in The Economic Times ( Sunday ET) on Sept 17, 2006.

----------------

Synchronised for succession
17 Sep, 2006, 0138 hrs IST,V Balasubramanian, TNN
Once upon a time, long, long ago, there was a king named Bharata who ruled over India. One day King Bharata decided to appoint a successor from among his seven sons, but he found none of them fit to rule. So, he requested the Rajaguru to identify a competent person to succeed him as king. The king was genuinely interested in the welfare of his people and did not want his incompetent sons to succeed him. It is because of his great quality that the land he ruled has come to be known as Bharat Varsha.
Another time, another day. Centuries have passed, but the challenge remains. India's great family business dynasties that continue to dominate the economy, and account for two-thirds of India's industrial output, are facing up to the challenge of succession planning, in the wake of economic reforms, now well-entrenched in its 15th year.
Experience shows that even for those who have succeeded in finding a successor, inheriting a family business can mean big trouble. North India, the battleground or Kurukshetra, is littered with corpses of what used to be the country's premier industrial dynasties. South India, the other citadel of dynastic business, though spared a holocaust, is no exception either.
There's an exception though — the 94-year-old Chennai-based TVS group. As the patriarch of another leading city-based business dynasty says, "TVS is the best example of family leaders taking the lead and running their business with the support of professionals."
Despite its $3 billion-plus topline, TVS is not projected as a cohesive corporate monolith. Yet, it has a holding company — TV Sundaram Iyengar & Sons, that originally promoted leading auto component companies such as Sundaram Clayton, Sundaram Fasteners, Sundaram Brake Linings, Brakes India, Wheels India, Lucas-TVS, and TVS Srichakra.
Members of the four TVS families — TS Krishna, TS Srinivasan, TS Rajam and TS Santhanam — are on the board of the parent holding company, TV Sundaram Iyengar & Sons. While independently managing their companies (see chart), the elders have found innovative ways of grooming and inducting the nextGen into business.
Worldwide experience shows that family businesses generally thrive under the first, decay under the second and whither under the third generation. Family business, researchers say, usually the third generation, loses management control over business and only 3-4% survive and prosper.
TVS has bucked the trend, successfully retaining hold over its traditional business of auto components for four generations. The group has also fortified its presence in the manufacture of two-wheelers and computer peripherals, besides financial services such as truck financing, insurance, mutual funds and housing finance. It has also diversified into the new BPO business.
Corporate watchers recall that when the most of corporate India was passing through turbulence between 1996 and 1998, with numerous shakeouts, business and asset stripping, disinvestments, closures, sickness, M&As and the like, the TVS empire remained robust building on its core competence. The companies sustained their profitable operations and paid handsome dividends.
What's more striking, the TVS group companies underwent a smooth transition into the 21st century business arena. They did not suffer when the parentage of their global partners changed following worldwide M&As in the automobile sector. Wheels India, Axles India, Sundaram Clayton, Brakes and Lucas-TVS continued to thrive. The only exception was the spat between the group and Suzuki Motor of Japan. Yet, following Suzuki's exit, TVS Motor emerged stronger by widening its product range with in-house R&D and increasing its marketshare in motorcycles.

How did this happen? Analysts say the group stuck close to its knitting, grooming professional managers from within the family while retaining the services of professional retainers. Says T Kannan, MD of Madurai-based Thiagarajar Mills, "The TVS family has addressed the issue of inducting family members in a well-thought-out fashion. They have good processes in place. Youngsters are always inducted at the junior level and they work their way up. All of them come with a rich and varied experience. This contributes to the successful induction."
At the dawn of the liberal era, in 1992-93, the group's turnover was Rs 3,000 crore. It touched Rs 5,500 crore in 1997-98. Riding the automobile boom, the Group's turnover zoomed further to over Rs 12,000 crore in 2004-05. In 2005-06, it is estimated to have crossed the Rs 13,500-crore mark.
Prof John L Ward, co-director, Centre for Family Enterprises, Kellogg School, who was in Chennai last year, said, "Business leaders from the family should motivate, track, guide and induct generation next into the business."
At TVS Group, this is what's happened precisely, though a bitter legal feud broke out between the TVS cousins in 1993 over one group company trying to enter the product line of another. But, soon the cousins declared ceasefire and with business interest overriding everything else, the families started focusing on building their brands. Senior family members are reluctant to talk on succession planning. But one of them nevertheless told SundayET, "There is no dearth of talent. We are sure the next generation will live up to the rich TVS tradition of trust, quality, value, service and discipline."
Family watchers say the fourth generation has been inducted at the most opportune time (see chart for who does what). TVS companies are no longer conservative. They are dominant market players busy setting up projects in the rest of India and abroad. They are also looking at more M&As and JVs as part of globalising their businesses.
Insiders say there is no dearth of bonhomie between the cousins and they regularly meet and discuss strategies to step up exports and globalise operations of group companies by leveraging the strong TVS and Sundaram brands. In the past couple of years, at least half-a-dozen nextgenners have either got elevated or joined leading companies after pursuing higher studies and working abroad.
Till not long ago, Srivats Ram, son of S Ram was steering Wheels India as ED. Now, he is the company's joint MD. His cousin, Harsha Viji ( first son of S Viji, who is brother of S Ram) has joined Sundaram Finance group as senior vice-president. Harsha's brother Sriram is studying abroad, and is expected to join the family business soon. At Sundaram Fasteners, Arathi Krishna, the second daughter of CMD Suresh Krishna has become ED. She began her career in 1990 as a management trainee and became general manager in 1993.
Arvind Balaji has joined Lucas-TVS as VP-business planning and will eventually succeed his father, T K Balaji, MD of Lucas-TVS and other companies. Krishna Mahesh, son of K Mahesh, has joined Sundaram Brake Linings as ED. He has a distinguished academic background having acquired MS in mechanical engineering from Standford University. He worked at McKinsey & Co between 1998 and 2001 and trained intensively at Toyota Motor from 2001 to 2003. Mr Mahesh did his MBA from Harvard in 2005.
His sister, Shrikirti Mahesh is working as senior manager, technical at SBL after graduating in engineering and working at Toyota Motor. TVS Motor CMD, Venu Srinivasan's daughter, Lakshmi Venu too is working in the company as part of her PhD in engineering management at Warwick University, the UK.
Says K Mahesh, CMD, SBL, "After his 11-year stint, I wondered whether my son (Krishna) would join me. I am happy he is working in the company. Today's generation is well-educated and well-informed. But, as in the rest of the industry, the biggest challenge is to attract and retain talent."

I am thrilled and happy to see voluntary response to Gandhian Anna Hazare's crusade against rampant corruption in India. It is sad despite India growth story in the last 20 years of economic reforms, the country is not able tackle the menace. I know eradicating the evil at one go is a gigantic task. Still, it calls for a big mindset change among the people, administrators and politicians. If the huge transaction cost ( incurred due to corruption) is saved,  it will ultimately reduce the cost of products and services. India lives and survives on hopes.

K V Shetty demise a personal loss for me

I am very sorry  to know the demise of my very good industry friend and source,  Shri K V Shetty, Director, IP Rings, India Pistons and other companies of Amalgamations group on August 18, 2011.  I convey my heart felt condolence to his family members and colleagues. I  sincerely pray God  for his Great Soul to rest in Peace.
As a business journalist, I have known Shri Shetty for the last 10 years. I have seen him  always sporting smile and treating people with love and affection.  He is a doyen  and father figure of auto component industry. I have  interviewed him as MD, IP Rings as well as  ACMA  national president.
He was the most active and dynamic ACMA president I have come across in my 30 years of career in business journalism. He was a highly resourceful person with a thorough knowledge of the industry. He was very articulate in communicating industry related issues to Government authorities and media. In his passing away, the Industry has lost a veteran and true friend.
During his life time, Shri Shetty has proudly seen the rapid growth of auto component industry and it was during his presidentship, exports crossed $ one Billion mark ( 2003-04). It was a significant milestone in the industry history. He has also seen the explosive growth of the industry in the south, especially Chennai emerging Detroit of South Asia.
I once again sincerely mourn his death.

Ever Green Legend.....

In my long innings as a business journalist, I have interacted and interviewed almost all top indusrialists and CEOs in TN.  I have won their goodwill thanks to my strong platform- ET and by belief in fostering long term relationship.

One among them is Shri A Sivasailam, Chairman of Amalgamations group. I have lot of respect for him and his family. He has shared several exclusive stories with me for ET. I was terribly upset when he expired on January 12. I had visited his house to pay my homage. When I last met him on August 31, 2010 at a function organised by AMCO batteries to honour the employees who had completed 25 years of service, he was very kind to me and promised to give me an interview. Before that, I lost him.

　

In his demise it is not that corporate world in Tamil Nadu but the entire India Inc has lost a legend of industry and towering figure in Indian family business.

Born on August 24th,1934, Sivasailam was the elder son of S. Anantharamakrishnan, a pioneering industrialist of his times.). He took over the mantle from his father at a young age in 1968 and successfully transformed the group into a top industrial house in the country. He is known for his astute, quiet, and very supportive leadership qualities besides his concern for the welfare of employees and environment.

Spic Chairman, A C Muthiah has said, " I have lost a wonderful friend. A very disciplined person, he was a man of ethics, few words. He has a left proud legacy worth following by gen next"

　

Leading auditor and ex- partner, Fraser & Ross, N Srinivasan said"Its a great loss for the family and me. He was a fine and a true gentleman. He was very humane and understanding. He was the person who developed the industrial empire after his fathers death."

In his poem on Sivasailam written in 2007 ( when Shri Sivasailam got Padmashree award) Srinivasan said, " A worthy son of a worthy father, well supported by equally worth brother ( A Krishnamurthy), Amalgamations group a shining example of promoters unity, third generation also webbed together in perfect harmony".

　

N Shankar – Sanmar Group – Chairman said " Sivasailam was one of the best known business personalities from Tamil Nadu. He took over the reins of the group at a very young age and built it up over the next few decades in to one of the leading industrial houses in India. He was a philanthropist and was involved with many management associations and other public bodies. I had worked with him closely in Madras Chamber of Commerce and Industry and Assocham and have learnt a lot from him".

Suresh Krishna, CMD, Sundram Fastners said "I have great respect for Sivasailam. He was a pioneer of Indian automotive industry, especially TN and and it is a great loss for the industry. Single handedly, he built Amalgations group companies around which several volcanos came up. This had helped TN to get a prominent place in the industrial map of India. Always a very soft spoken gentleman, Sivasailam was very forceful in his own way"

　

M V Subbiah,former chairman, Murugapa group " I am sorry to hear the demise of Sivasailam. He was doyen of the Indian industry and will be remembered by all for his values and principles. The industry has lost a great son and a noble human being"

　

His leadership of the Amalgamations Group was based on the business philosophy of the highest standards of Business Ethics, Integrity and Social Responsibility - something that his father had practiced assiduously during his time at the helm of affairs of the group. Even today, the group continues to subscribe ti this philosophy and continues to set benchmarks for responsible corporate citizenship and governance.

　

In the liberal era, focusing on core competence ( engineering and automobile), the group has emerged India’s largest light engineering group with 47 companies and 12,000 workforce. In 2003-03, its turnover was Rs 2500 crore, which had grown to Rs 7000 crore in 2009-10.

　

Sivasailam is soft spoken and unpretentious. Perfectly at home in a well tailored suit or a simple Dhoti and shirt ensemble, he is a unique combination of seasoned business leader, opinion maker, educator, philanthropist and family man.He is strongly advocated industry’s support for educating the masses.

He had underlined the the contributions made by leading Indian business houses like Tatas, Bajaj, Mafatlal, TVS, Shakti group, Karumuthu Thiagarajar group and PSG in the fields of education and urged others to follow their model

　

He said the fast growing and successful Indian IT companies, enjoying tax benefits and making high profits, can earmark a portion of their profits to support primary and school education and providing healthcare at affordable cost to underprivileged sections.

He suggested the Government, which is providing tax benefits to IT companies, could make it mandatory for them to earmark a part of their profits to support these efforts.

He said Infosys Founder, N Narayana Murthy and his wife Sudha Murthy have taken the lead to support the cause of education and it is worth following by more companies in the IT sector.

Similarly, Sivasailam referred to several stock broking firms and FIIs, who have no roots in the country but making huge gains out of their trading and investment in stock market. It should be made mandatory for them to earmark a part of these earnings to support education and healthcare facilities.

　

Sivasailam referred to the significant changes taking place in management which he felt were largely due to technological advancement and development of democracy.

Talking of changing values, he said encouraging speculative investments by means of policies affect the interest of small investor and middle class. Similarly, a credit based approach to development raises the question of long term sustainability as has been evidenced in the recent global economic down turn.

Stressing the need for fostering national interest in global competitiveness, he said policy makers need to more sharply focus and ensure that in the current shifting scenario, national interest is not forgotten. He also stressed the need for governance at all levels including Government.

　

　

　

　

　

India's 62 Republic Day

Today- Jan 26, 2011 was India's 62nd Republic Day. It was celebrated at our Journalist colony in Chennai. My long time Journo friend and PTI regional Manager, S Ramswamy hoisted the National Flag. I always love and respect my great country. I have lot of faith in gen next, who are the future of our nation. I liked the R day advts issued by Govt and private entities. Among them, I liked that of SBT saying, " Freedom in our minds, faith in words, joy in our hearts". Long Live India. Jai Hind.