DHIRUBHAISM is a book that describes the personality traits and leadership qualities of Dhirubhai Ambani, which propelled his phenomenal rise from a young petrol attendant to the chairman of India's first Fortune 500 company in less than three decades.
The book DHIRUBHAISM gives an insight into the leadership qualities of Dhirubhai Ambani (Dhirubhai) that helped him establish India's largest private company. The book is not a biographical account of Dhirubhai; nor is it the story of Reliance Industries. Rather, it is a description of some of Dhirubhai's beliefs and behavioral styles—which the author calls `Dhirubhaisms'—that contributed to his success. There are 15 such Dhirubhaisms described in the book. Throughout the book, the author relates some of his experiences with Dhirubhai during his time at Mudra Communications. The foreword for the book is written by Dhirubhai's son and present Chairman of Reliance Industries Ltd., Mukesh Ambani.
Dhirubhai's story is a typical rags to riches story of a small town boy who went on to create India's first Fortune 500 company. He went to Aden at the age of 17 to work for A Besse and Co., returning to India only after 9 years to start his own trading venture, Reliance Commercial Corporation. He started his textile manufacturing unit at Naroda, Gujarat in 1966 and later began manufacturing textiles, yarn, polyester, and petrochemicals. He subequently ventured into oil and gas refining and oil exploration, building the mammoth Reliance empire in the process. Reliance is credited with creating a new category of middle-class investors when it went to public in 1977.
Dhirubhai was always a hands-on boss, who plunged into action along with his employees. He made sure that his subordinates also shared his vision. He reposed faith in their abilities and gave them total liberty to think, formulate and execute their plans and what he got in return from them was total dedication toward their work and their company. Instead of asking for reports and explanations from employees if something went wrong, Dhirubhai was always there to help them out. Dhirubhai always acted as a protective shield from external pressures for his employees. People were the company's biggest assets; as Dhirubhai said `We bet on people'. |
