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he ‘New Normal’ in which Mahindra leaders have to biggest obstacle to risk-taking is fear of the unknown and
show sustained business outperformance while of failure. So we need leaders who help people to manage
driving positive change, is characterized by two and overcome their fear. It is equally important, to leverage
Tfeatures: the learnings from failure to create success. In management
a) VUCA – Volatility, Uncertainty, Complexity, and Ambiguity jargon, it is about rapid prototyping, early failure, quick
b) Push-back by all stakeholders: people will not easily accept feedback loop and trying again.
anything that will not live up to their expectation 4) Mindfulness: In the sense of being open to all possibilities
The challenge ultimately is to unleash the full potential of that exist in any situation. This requires not being a prisoner
employees and situations, which is possible only if there is a of the past who sees things through the prism of past
high degree of passion. failures and successes and hence is not able to perceive
We believe that the Rise movement will generate the the present reality. This is possible only if we are fully in the
conditions which lead to sustained business outperformance ‘here and now.’
while driving positive change, and the 3 +5 framework is the 5) Trust: Last, but not least, create trust through authenticity
best way to bring Rise to life. The ‘3’ refers to the Rise pillars, - say what I think and do what I say, and do so continuously.
which are attitudes or views of the world that must come into It is about walking the talk, removing the mask - having the
play seamlessly and effortlessly in any situation: courage to be who I am, with my strengths and equally with
1) Accepting No Limits my weaknesses.”
2) Alternative Thinking
3) Driving Positive Change which together leads to
sustainable competitive advantage Rajeev Dubey, Group President
7KH ̴ ̵ UHIHUV WR WKH ͤYH EHKDYLRUV ZKLFK ZLOO EULQJ WKH WKUHH (HR & Corporate Services) CEO
pillars to life (After-Market Sector) Member of the
1) The whole mind approach where we combine the left brain Group Executive Board. As Group
of logic, intellect, and rationality with the right brain of President (HR & Corporate Services)
& CEO (AfterMarket Sector), Rajeev’s
emotion, connection and empathy. key focus areas are Human Capital
2) A multiplier of energy, passion, engagement and a sense of initiatives of the Group, the After
ownership. This involves the ability to do deep listening, Market businesses, whose CEOs
respecting the views of others, not being obsessed with report to him, Group Communications,
the compulsive need to show “I am the best and have all Government Relations, CSR and Infrastructure. He is also the
the answers” but focusing instead on asking the right Chairman of Mahindra Insurance Brokers, Mahindra Steel
questions and then co-creating the answers with the teams Service Centres and Mahindra First Choice Services, and
we work with. Far from wanting to command and control serves on the Boards of several Group companies including
and prove that ‘I am the best’, one must get genuine joy in SsangYong Motor, Korea; Mahindra Intertrade and Mahindra
First Choice Wheels. He is Chairman of the Group CSR
VHHLQJ D WKRXVDQG ͥRZHUV EORRP DQG KDYH QR VKDPH LQ Council and the Corporate Governance Cell, a Member of the
admitting that others know more than me. Governing Council of the Mahindra Institute of Quality and the
3) Managing fear and leveraging failure: For innovation to Governing Board of Mahindra Ecole Centrale.
occur, people need to experiment and take the risk. The

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