The Hindu Business Line : In God and Godrej we trust

Pity I didn’t think of that headline when I ran an agency. Yet it springs to mind almost automatically when one thinks about the psyche of George Menezes, Chief Operating Officer (Appliance Division), Godrej & Boyce Manufacturing Co Ltd.

Learning from difficult times was seen by George as a great opportunity. He recalls a phase where he was setting up the complete supply chain and logistics management system for his group. It meant playing two roles simultaneously.

On the one hand, as he headed the commercial aspect of the operations he felt the need to exert tight control at every stage. On the other, this automatically re-bounded with tremendous stress coming over his supply chain function. And yet he had to, and did build a team that would walk this tightrope with panache.

A second-generation Godrej employee (his father worked with Godrej too) young George grew up in the sylvan surroundings of the lush, sprawling Godrej complex at Vikhroli in Mumbai’s eastern suburbs. He attended the Godrej school within the over 3,800-acre campus that literally stretches from the Powai hills on one side to the marshy mangrove-filled shores of the sea on the other.

It must have seemed almost natural for George the Engineer to join the Godrej group. The after-sales function (not a very fashionable place to begin a career) where he was initially placed gave him that critical baptism by fire.

The close interaction with customers right at the beginning of his career made him realise the ground realities and the importance of understanding what the customer really felt about the company.

It was to stand him in good stead over the next 26 years as he steadily rose to occupy his current position which oversees the manufacturing and marketing of refrigerators, compressors, washing machines, air conditioners, microwave ovens and even DVD players.

Yet his rise was not vertical. He has undergone stints in marketing services, international marketing of furniture and hard core sales and manufacturing, where he oversaw the operations of four large plants. In between, he has had exposure to setting up branch offices in different parts of the country, and, of course, in setting up the supply chain and logistics backbone of the group.

And herein lies what he feels is a very important lesson for young managers.

George explains that most young managers keep looking for vertical growth. He, however, believes they should not be averse to lateral growth. In fact, he strongly recommends it.

He feels lateral growth provides an all-round, cross-functional exposure to young managers that actually enhances their knowledge about different aspects of the company, eventually leading to a stage where they are worth much more to their employers.

The diversity of jobs he himself has had to handle on his way up have given him a wide-angle perspective of his job, and what is expected of him.

With the explosive demand-oriented phase that the economy is experiencing currently, George and his company work a full six-day week. They have even discontinued the practice of having a holiday of the fourth Saturday of every month. George feels that with so much demand, it would be foolhardy to keep the place closed for that one day every month.

This sentiment is reflected in the 12-14-hour day he gives himself at work. Of course, he smiles and freely admits he is guilty of not making enough time to spend with the nuclear family he has. He, however, makes sure that he takes his wife and daughter out for a family dinner once a week, something he cherishes.

The gorgeous green surroundings of his office complex and residential colony (he stays in a bungalow on the premises) offer him the luxury to jog about 4.5 km a day. When he reaches home too late for a jog, he pounds the treadmill he has installed for himself.

He manages to take a fortnight off every year, but that can never be during the summer vacation when everyone is in a holiday mood. That particular time is the peak season for sales of his air conditioners and fridges and George would never think of missing a phase like that.

When he hangs up his boots one day, George would like to teach. And he is very clear that he would prefer teaching to the needy. His social commitment to those who might not be able to afford a good education is evident.

At the end of the day, George Menezes is a staunch company man. The best advertisement a corporate could have. His chest seems to swell with obvious pride as he talks about his company and its culture that it has fostered for over a hundred years.

The greatest thing the company has managed to do, says George, is to have promoted a sense of true belonging in their employees. The core values of integrity and trust are ingrained deeply in the staff and that, he feels is the biggest asset the company has. He cites the example of their channel partners who cherish their relationship with the Godrej group.

“Respect people and speak without fear. Empower people. That will provide satisfaction and fulfilment.” And that is the Gospel according to George.

More Stories on : People | Home Appliances

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