Name: Nisa Godrej
Age: 34
Profile: President, human capital and innovation
Education: BSc, The Wharton school of Pennsylvania; MBA, Harvard Business School
How she is changing the way the company works: She is bringing in a more performance-oriented culture
After Banaji’s exit, it wasn’t long before Nisa herself assumed the mantle of president, human capital and innovation. Since then, it has been clear that her influence has widened. For one, she enjoys her father’s confidence and often stands up to him in meetings. (At these same meetings there’s also been some bickering with elder sister Tanya.) She was also instrumental in creating the post of chief strategy officer within the company, bringing in Vivek Gambhir, a former consultant from Bain & Co. The word is out that she wants the group to quicken the pace of transformation, and make a clear departure from the past.
(This story appears in the 02 November, 2012 issue of Forbes India. To visit our Archives, click here.)
This company is on a course to burn out- look at the Tatas - what a contrast!
on Nov 27, 2012After reading this article I am thinking of selling Godrej consummable stock. An amature borne with silver spoon, in that position just because she is an MBA and member of the family is driving out experience professionals. There are many Havard MBAs in India who can\'t reach such positions. When such amature shakes the tree initally everyone will be scared and will be on toes, temperorily improving performance. Then starts all drastic policy decisions driving out capable people. I don\'t believe the decisions on Africa business was taken over one year. Ground work must have been done by the earlier leadership.
on Nov 24, 2012The article is alright but kinda amateurish explanation of why she's good and her sister is not as good. I wouldn't think her siblings would much appreciate they way you put them down. Not very smart Forbes!
on Nov 7, 2012Enjoyed reading the insightful article, thanks ForbesIndia for a different take on one of India\'s oldest family run corporate. I look forward to reading more of such straight-shooting articles from Forbes India. While change and dynamism is good for an organisation, I hope Nisaba appreciates the value of loyalty and humans as a resource, which helped Godrej survive and flourish for a century. While professionalism is good, ruthlessness and mercenary attitude does not lead to long-term success; otherwise so many American companies on Wall-street won\'t be out of business. Thanks, Mack
on Nov 5, 2012That\'s some story! Whilst the Godrej group has always been positioned as conventional, semi-governmental in its way of working, it is undoubtedly a major powerhouse in the Indian corporate history. And lets face it, all big organizations are built with brutal yet pragmatic leadership at the top as is also exemplified in the book Built to Last. If the Godrej group has to shed its traditional taala-chaabi image, its almost necessary to create a business big-bang to reorganize the working ways. From this story, Nisa seems to be the ruthless, result-oriented, business acumen possessing CEO-in-making that might be optimize the growth of this century old and respected conglomerate.
on Nov 5, 2012