Adi Burjorji Godrej, born 3 April 1942 is an Indian industrialist and businessman. He completed his MBA from the Sloan School of Management, Massachusetts Institute of Technology and then joined the company along with his father Burjorji Godrej. He is chairman of the Godrej Group, a $4.6 billion consumer goods conglomerate founded 120 years ago. It also oversees Godrej Consumer Products. Adi Godrej took the Godrej Group to great heights during the License Raj. Under his leadership, Godrej Consumer Products has grown to become a strong emerging market player in the FMCG sector based on a 3X3 approach to international expansion, building a presence in 3 emerging markets (Asia, Africa, Latin America ) in 3 categories (home care, personal cleaning products, hair care). Adi's innate intelligence is at the heart of Godrej's long years of success as an entrepreneur. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay Since joining the 120-year-old family business in 1963, Godrej has helped it transition from a closed, socialist economy to a free-market one. The 75-year-old Godrej Group chairman has expanded the size and scope of the conglomerate in terms of new businesses and geographic reach. It also ensured that the extended family remained united and committed to the higher purpose of creating value for all stakeholders. Adi Godrej also fostered an enabling environment for external talent to work hand in hand with family professionals and ensured that the group remained true to its credo of being "good and green" even as it chased profits. Godrej's business achievements alone do not define him, he is a complete gentleman with impeccable ethical standards. According to his family, friends and other entrepreneurs, Adi is a role model in the true sense of the word. Under the leadership of Adi Godrej, Godrej Group has ensured that it imbibes best practices by analyzing competitors and market needs. The Godrej Group was already diversified when Godrej joined the company. It made everything from locks to safes to cabinets and soaps. But it was still a relatively small entity with a turnover of around ₹10 crore, nowhere near the $5 billion (around ₹32,000 crore turnover) conglomerate that it currently is. Modernized the management structure and implemented process improvements. Adi Godrej has strengthened Godrej Group's presence in Africa with the acquisition of 3 personal care companies in Zambia, Senegal and Kenya. Adi Godrej loves challenges and always stepped up whenever he was faced with any difficult situation. When he joined the Godrej group along with his father, the group had two companies at that time: Godrej Soaps and Godrej & Boyce (manufacturing furniture, safes and locks, among other products). ), the young Godrej decided to join Godrej Soaps, a loss-making company at the time. He immediately put his global training to use by introducing a series of process improvements to turn the company around. He said: “I introduced my management thinking, cut costs and introduced practices such as cost accounting and human resource management. Gradually, I hired many management graduates and restructured the organization to be more efficient and marketing-oriented. Everyone was given a clear objective and work culture. Adi Godrej was a businessman who had a clear purpose and objective. He had made his goal clear that he could communicate effectively to his employees. His management techniques were.