In many ways he's attempting to do for India Inc what the late Mansur Ali Khan did for Indian cricket: prove that it is possible to win overseas by leading from the front.
The Nawab of Pataudi transformed a ragtag team in flannels from a bunch of affable but inevitable losers when he led them to a first-ever Test series win on foreign soil, against New Zealand in the late '60s; and a few years later to India's first series triumph against England at home.
For Anand Mahindra who on the penultimate day of May was designated chairman and managing director of automotive and farm equipment maker Mahindra & Mahindra (M&M), the equivalent of winning overseas and against those who couldn't be beaten before involves two imperatives: taking the Mahindra brand to foreign markets, including developed ones, by selling products and services that global customers find acceptable and comparable with what they're accustomed to; and, equally important, indulging Indian consumers with 'world-class' products and services - not quite what they've been accustomed to, but perhaps enviably spied when on an overseas junket.
Going Global
Mahindra isn't the first to sing the 'go global' mantra. A number of Indian promoters, from the late Aditya Birla to the Danis of Asian Paints, set up overseas outposts at a time when the domestic growth story was barely a glimmer in the eye of the most avid India punter.
What's more, going global can mean a number of things to a number of people, getting a chunk of your revenues via exports, a la Reliance Industries; setting up global delivery centres in cost-effective geographies like Uruguay and Mexico, the way the IT services top tier brigade has; and paying top dollar to buy assets in foreign lands, as a clutch of Indian promoters has done.
The Mahindra conglomerate, whose operations span from automotives and IT services to aerospace and financial services, has made many of such 'globalisation' moves. For instance, a couple of group companies supply American companies like Caterpillar, John Deere and GE with components. And in Europe, the group has component manufacturing units, most of them acquired, in Italy, the United Kingdom and Germany.
Making a Mark
The end game for the 57-year-old second-generation Mahindra scion, however, is a far more ambitious one: to take the Mahindra brand overseas and compete with the biggest and the best there. He's made tentative progress on that front. Mahindra tractors are No. 1 in the world, by volume. The electric car Reva is visible on roads in the eurozone. And rugged, reliable and fuel-efficient UVs like the Bolero and the Scorpio find buyers in parts of Latin America, Southeast Asia and Australia.
M&M may never become as large an auto major as, say, a Toyota or a General Motors, but perhaps that's not as important to Mahindra as gaining respect as a maker of world-class products. The XUV500 sports utility vehicle - with best-in-class technology and design, is the most contemporary evidence of that aspiration. But that journey for global esteem has only just begun.
Accepting No Limits
Back home, over the past decade Mahindra has diversified the group's activities into high-growth sectors like leisure and hospitality, financial services, and real estate. And within automotives, he's blueprinted a game plan that no auto major in the world has attempted, to produce virtually everything that moves on wheels and is powered by an engine.