- 2 decades ago, the world's largest generating set manufacturing co., FG Wilson decided to enter India. I met a few times the owners & the Indian CEO. Unfortunately, the ceo had an attitude of 'I know everything', when I pointed out many flaws in their game plan. Today, it is extinct like one of those dinosaurs.
- A top generating set manufacturer wanted to expand in a special segment by exporting ‘made in India, Chinese sets’. He was very pleased with my inputs but the idea never went beyond drawing board for other reasons.
- A large Chinese engine manufacturer wanted to expand their Indian business. Even after 10 years, they are struggling. They had the typical arrogance and simply refused to listen. Probably the current acquistion might help.
- I took up jointly with Cummins & Powerica, explaining how their high cost value addition was killing their marine market volumes and the ways to overcome. 3 years later, the idea is implemented, albeit through a different partner.
- About 10 years back, I sent a one page letter to Dhiraj Hinduja, as he was just taking up the role in Ashok Leyland. On how a particular division can be made very profitable. He was so pleased that he spoke to me immediately from Mumbai & subsequently from London too!
- About 15 years back, I mailed the then Director HR, Mr. Amrolia at Ashok Leyland, on how the organizational structure needed to be modified. Within a week, he was in Mumbai, discussing for nearly half an hour on the topic.
- 2 small businessmen in Mumbai, 1 a plastic manufacturer & 2nd a marine engine dealer, have benefited by lakhs of rupees taking cues from me.
- While there are many ways of managing, motivation etc., in a corporate set up, the toughest task would be to work with volunteers, because one can not wield authority. Affairs of my housing society reached a nadir. I took up the challenge, got into the role of chairman & conditions are getting steadily resurrected.