New Delhi, May 08, 2018: A publicly-traded MNC with a leadership position in not one but three industries – chemicals, textiles and information technology outsourcing, GHCL is headquartered in India. The company is backed with the work force of total 7,000 employees, and spans through Asia, the US, the UK, Eastern Europe, and Cambodia.

Sanjay Dalmia, Chairman of GHCL is known to be a ‘turnaround specialist’ in the Indian and international business circles. The man holds great expertise in several domains, such as information technology, telecommunication, soda ash, textiles, finance and investment. Sanjay Dalmia has attracted great attention in the recent times, owing to his innovative business strategies.

Here is an excerpt from his interview:

Q: Would you like to share with our global audience any memorable episodes from the history of GHCL’s textile business?

A: At GHCL, we work towards aligning traditional leadership for achieving global value chain reaction. We work towards developing a strong understanding of acting global while operating subsidiaries at local level. GHCL has been a great experience for me, and there is not one but many episodes, which are etched in my memory forever.

One such event was when we were planning to takeover Rosebys. GHCL Team and the Rosebys team spent two full days in brainstorming sessions for developing new standards and concepts in the UK retail market.  At the same time, we also wanted to be able to expand the UK management’s thinking towards creating replicable business model in retail to take Rosebys to the international market, audience, consumers.

The second most memorable episode from my GHCL diaries would be removing traditional approach towards the local HR management at GHCL levels, and challenging their thinking, their mindsets in order to align and evolve a department that adds value towards the growth and integration of our ventures.

The third most memorable episode would be eradicating conventional thinking at middle level management. Challenging them to develop systems and practices that support top and bottom management in their quest to achieve more and strengthen our operations – it was quite a task.

Q: How do GHCL Group epitomize the dictum “Leadership through quality”?

A: At GHCL, “Leadership through Quality” is not limited to the manufacturing units and process-driven environment, where standards like ISO, OHSAS, GOTS, Organic Exchange 100 guidelines exist. Here, “Leadership through Quality” holds a much broader meaning. At GHCL, top management works towards imparting leadership abilities to the managers below, empowering the future leaders of the company to challenge the conventional notions of work. For GHCL, the notion of “Leadership through Quality” is about challenging the existing concepts and creating new standards, which can be replicated throughout to deliver products and services in a better manner.

Q: Through recent four acquisitions, how do you estimate the synergies would bode for GHCL’s international identity?

A: The recent four acquisitions – Dan River, Rosbys, Best & Baker – have made GHCL the world’s only group of companies to be operational from fiber to fashion. In the recent four acquisitions (Dan River, Rosebys, Best & Baker) GHCL has become the world’s only company to be integrated from “Fiber to Fashion”. As a new entrant in the global market with revenues of a mere $49 million, GHCL has covered great lengths to make its global revenues shoot up to  $700 million, and expand its operations to three continents, registering presence in eight countries that contribute to 70% of global home textiles trade. So, I really believe that GHCL will strengthen its international identity in the years to come.

Corporate Comm India(CCI Newswire)


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