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To focus on new and emerging areas of research and education, Centres of Excellence have been established within the Institute. These ‘virtual' centres draw on resources from its stakeholders, and interact with them to enhance core competencies

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IIMB Management Review

Journal of Indian Institute of Management Bangalore

IIM Bangalore offers Degree-Granting Programmes, a Diploma Programme, Certificate Programmes and Executive Education Programmes and specialised courses in areas such as entrepreneurship and public policy.

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About IIMB

The Indian Institute of Management Bangalore (IIMB) believes in building leaders through holistic, transformative and innovative education

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The Nuts and Bolts of Evolutionary Transformation In conversation with Suresh Krishna, CMD, Sundram Fasteners Limited

Volume 17, Number 4 Article by J Ramachandran and Sourav Mukherji December, 2005

The Nuts and Bolts of Evolutionary Transformation In conversation with Suresh Krishna, CMD, Sundram Fasteners Limited :

Historically, Indian firms have been engaged in the export of commodity products, but in the last decade, Indian firms, especially from the software, pharmaceutical and auto-component sectors have been successfully participating in global markets that are technology and knowledge intensive. While country specific advantages like low-cost labour have much to do with their competitiveness, the organisational dimension, encompassing high responsiveness, stringent quality control, and shared commitment, plays a vital role too. With its international reputation and growing global footprint, Sundram Fasteners is a case in point.

J Ramachandran and Sourav Mukherji spoke to Suresh Krishna, CMD, Sundram Fasteners Limited (SFL) to gain an understanding of the organisation’s journey from its early days to its current phase of globalisation and its position as a leader in the manufacture and export of auto components. Transformation in the case of SFL encompassed three aspects – changing employee mindset through down-to-earth and honest communication, embedding a culture of operational excellence and building a momentum for growth through strategic acquisitions, selective partnering and greenfield expansion. Explaining SFL’s multi-pronged approach to globalisation, Suresh Krishna points out that buying customer access and backending to India is going to be the driving force for companies trying to globalise. The operational and growth strategy of the company have evolved accordingly, as has its ability to manage different cultures. Discussing the possibility of India transforming itself into a hub for automobile components, he identifies the hurdles that have held Indian entrepreneurs back in the past and the opportunities and challenges emerging out of the liberalised economy. With the incremental model of growth, believes Krishna, you reach a point where you suddenly take off. For SFL, that point is not far off.

Reprint No 05403