I joined the family business in 1963, when it was a reasonably well-entrenched entity with a turnover of Rs.10 crore, comprising two companies, Godrej & Boyce and Godrej Soaps. In those days Godrej & Boyce was profitable, while Godrej Soaps incurred losses. As I was the first business graduate (masters in management from MIT) to join the company, I introduced the disciplines of management across marketing, human resources and finance into the group philosophy quite early. Initially there were differences between me and my father on certain issues, but I won his trust as my initiatives demonstrated success — I turned around Godrej Soaps in the very first year, leveraging my management skills.
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Godrej Group chairman, Adi Godrej on how best management practices changed the group’s fortune
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