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Textile scion's mantra for success - 'Know your business'
12 Aug '11
10 min read
Kulin is very articulate when he speaks, the credit for which he gives to his alma-mater; Loyola school. While in school, he enjoyed participating in public speaking and also took part in dramas as being on stage, came naturally.
He likes to bring India into the limelight at US universities. While in Stanford, he helped create an initiative 'Asiatic Knowledge' that held conferences in India for all the top CEOs. In Harvard too, he has taken the initiative of hosting a day-long conference, where top honchos from the Indian industry will discuss the Indian economy at Harvard.
Kulin's and his brother's main responsibility is to build and mentor the next generation of businesses, since the core business is managed by able and strong professional leaders. Kulin's responsibility is building a B2C model, within which, retail is a key focus area, as in his opinion, brands and retail will be big future opportunities, in the times ahead. Arvind has targeted revenues of two billion dollars, 50 percent of which is expected to be generated from brands and retail.
Speaking about the values embedded in him by the family, he says, “I and my brother – Punit have always been reminded of the sense of responsibility towards society in general. My forefathers were very philanthropic and we were taught to act with utmost humility towards all. We pride ourselves on the fact that we have a sense of strong ethics.
“When I hear of corporate India losing its ethics, we never feel that, we are in danger of losing the same, since these values have been ingrained in us and will hopefully pass it on to the generations ahead. We pride ourselves on the fact that, we will do things in certain ways and not compromise our values”.
The one quality that Kulin admires in his father is the flair to be a visionary. According to him, there have been a lot of highs and lows in his father's life, but he was able to overcome the challenges, because of his foresight and his ability to look far in to the future and build things even before their time.
Kulin gave examples of Mr Sanjay Lalbhai, building large capacities to produce denim in India with his concept of 'Renovision', when none existed. The way he introduced, clothing brands and the concept of retail, maybe even 20 years ahead of their time.
The other quality of his father which Kulin holds in high esteem is leadership, by being bold and betting big. Kulin also respects his father for the fact that, when the going gets tough, the senior Lalbhai is willing to make personal sacrifices and never compromise on values. Kulin counts the people handling skills that Mr Sanjay Lalbhai possesses, as other traits, he would like to emulate.
When quizzed on his mentor at Arvind, he informs, “The beauty of my father's management style is to give people enough space to grow and bloom, but, provide the guidance, when the need arises. There are various people who have mentored me and I did not have any one mentor.
He likes to bring India into the limelight at US universities. While in Stanford, he helped create an initiative 'Asiatic Knowledge' that held conferences in India for all the top CEOs. In Harvard too, he has taken the initiative of hosting a day-long conference, where top honchos from the Indian industry will discuss the Indian economy at Harvard.
Kulin's and his brother's main responsibility is to build and mentor the next generation of businesses, since the core business is managed by able and strong professional leaders. Kulin's responsibility is building a B2C model, within which, retail is a key focus area, as in his opinion, brands and retail will be big future opportunities, in the times ahead. Arvind has targeted revenues of two billion dollars, 50 percent of which is expected to be generated from brands and retail.
Speaking about the values embedded in him by the family, he says, “I and my brother – Punit have always been reminded of the sense of responsibility towards society in general. My forefathers were very philanthropic and we were taught to act with utmost humility towards all. We pride ourselves on the fact that we have a sense of strong ethics.
“When I hear of corporate India losing its ethics, we never feel that, we are in danger of losing the same, since these values have been ingrained in us and will hopefully pass it on to the generations ahead. We pride ourselves on the fact that, we will do things in certain ways and not compromise our values”.
The one quality that Kulin admires in his father is the flair to be a visionary. According to him, there have been a lot of highs and lows in his father's life, but he was able to overcome the challenges, because of his foresight and his ability to look far in to the future and build things even before their time.
Kulin gave examples of Mr Sanjay Lalbhai, building large capacities to produce denim in India with his concept of 'Renovision', when none existed. The way he introduced, clothing brands and the concept of retail, maybe even 20 years ahead of their time.
The other quality of his father which Kulin holds in high esteem is leadership, by being bold and betting big. Kulin also respects his father for the fact that, when the going gets tough, the senior Lalbhai is willing to make personal sacrifices and never compromise on values. Kulin counts the people handling skills that Mr Sanjay Lalbhai possesses, as other traits, he would like to emulate.
When quizzed on his mentor at Arvind, he informs, “The beauty of my father's management style is to give people enough space to grow and bloom, but, provide the guidance, when the need arises. There are various people who have mentored me and I did not have any one mentor.
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