Route to the Top Highest Paid Intro

7/31/2019 Route to the Top Highest Paid Intro

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B u s i n e s s i n d i a u d c mb 27, 2010J 9, 2011 The Highest Paid Executives

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Name u Company Remuneration

Naveen Jindalu Jindal Steel 6,975.71

Kalanithi Maranu Sun TV 3,708.00

Kavery Maranu Sun TV 3,708.00

Pawan Munjalu Hero Honda 3,088.12

Brijmohan Lall Munjalu Hero Honda 3,063.84

Toshiaki Nakagawau Hero Honda 3,003.36

Sumihisa Fukudau Hero Honda 2,991.50

Onkar S. Kanwaru Apollo Tyres 2,969.50

Pankaj Patel u Cadila 2,863.00

K.M. Birlau Aditya Birla Group 2,846.72

TOP 10 REMUNERATION

The easiest way to reach the top is to havea papa who is already there. In India, amily businesses account or around 95 per cent o all companies and it is still very natu-ral or the son to step into his athers shoes.But pro essionals need a di erent approach.

I you look at education, there are clear winners. According to a study by ema Part-ners, a global executive search rm, engi-neering is by ar the best route to the top.ema surveyed the top 200 companies in In-dia spread across the private sector-publicsector-multinational-unlisted spectrum.

Amongst the engineers, its the iit s,says K. Sudarshan, ema managing partner In-dia. iit s clock in with 16 per cent o the ceo s.

Another 15 per cent are non- iit engineers.

But the iim s have the lead other-wise. Some 33 per cent o ceo s areiim alumni. Eight per cent o theiit ians also have iim degrees.

Another relevant combinationis the B.Com- ca . They account or about 12 per cent o the sample.There are no other big-time disci-plines. The sciences are 3 per cent,economics and ba 3 per cent apiece,and law 2 per cent. And there are theoccasional zoology honours and post gradu-ates in philosophy. Twenty- ve per cento the sample has studied abroad, mainly

rom the US. The rm avourites are Harvardand Wharton.

What makes engineering tick? Its re-lated to the mindset that top brains go in

or engineering, says Manish Sabharwal

o TeamLease. Astandalone engineer-

ing degree rom a good institution holdssigni cantly more value as compared to an

Arts or Science degree or an mba degree rom a Tier II or III institute, adds Su-darshan. However, both agree that thiswill change.

What are the unctional areas withinthe company that are the best breedinggrounds or leaders? To some extent, it

depends on the company. Today, nanceis in. Some 40 per cent o the top ceo s inthe UK and 25 per cent in the US have some

nancial background. At iim -c this year, 91per cent o the batch are engineers. Goingby past trends, at least one-third will take up

nance jobs. Thats where the money is. Andtomorrow, the power. u

Route to the top

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India is expecting a huge demographicdividend rom its young population. Butequally huge is the challenge it aces whenit comes to educating and training its work-

orce. As Som Mittal, president, nasscom ,explains, Much o this has to do with our education system which has not kept pacewith the times by way o curriculum, re-search agenda, quality o aculty and so on.Industry associations like nasscom , cii andothers and also individual companies them-selves have been taking various measures tobridge the talent mismatch.

Mittal points out that the it industry alonespends $1 billion on skilling and re-skillingpro essionals, both at entry levels and higher up. The industry, he says, has adopted amass model that uses both classrooms andtechnology. Mittal believes that technologyshould be used not just in the it industry but

across all sectors. I you have to scale then itcant be through physical training. It has tobe through technology, he says.

But what about the capability mismatchat the middle and senior levels in India Inc.Has talent and leadership management at In-dian companies kept pace with the countryshigh growth and the needs o a ast-pacedorganisation?

No, says Sudhakar Balakrishnan, ceo at hr solutions rm Adecco India. Most or-ganisations tend to move people internallywithout giving them adequate training or grooming to take on the larger responsi-bility. He adds that when companies hirelaterally, the mismatch comes by way o di -

erence in culture and value systems. Whenthe wrong guy is put in a job, the companyends up losing people, losing business andlosing growth.

One clear mis-match at the top lev-el is lack o globalexperience be-cause mostIndian execu-tives have notrun trans-globaloperations andthat is why we are nding that a lot o expats are being brought in, adds ManishSabharwal o TeamLease. Indian companies,he adds, also have a very siloed approachand there is not enough job rotation.

According to him there is no company inIndia that has managed its leadership pipe-line or even thought about it like ge or p & g have done. In the next 15-20 years, the big-gest constraint or Indian companies will notbe around demand or nance or regulatorypolicies. It will be their people supply chain,he says. u

Name u Company Salary

Naveen Jindal u Jindal Steel 6,975.71

Kalanithi Maran u Sun TV 3,708.00

Kavery Maran u Sun TV 3,708.00

Pankaj Patel u Cadila 2,863.00

Sunil Bharti Mittal u Bharti Airtel 2,348.84

Sajjan Jindal u JSW Group 1,927.31

D. Bhattacharya u Hindalco 1,714.34

Rick Bott u Cairn (I ) 1,647.44

Rahul Dhir u Cairn (I ) 1,356.27

Jeya Kumar u Patni 1,219.15

TOP 10 SALARIES

Matchmaker, matchmaker

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B u s i n e s s i n d i a u d c mb 27, 2010J 9, 2011 The Highest Paid Executives

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Its not always about money.For some, its the desire tostrike a work-li e balance and seethe stars and smell the fowers.For others, its the need to ul lpersonal interests. Then thereare those or whom a greater passion comes into play. Thepassion to make a di erence inthe lives o others. And with this,the corporate career with its bigbucks loses its sheen.

Unlike in the US where it ismuch more common or execu-tives to switch out o corporate

careers once they gain nancialsecurity, in India it has tradition-ally been very di cult to makeenough money to take thisstep. But now the tide seems to

be turning and at a aster pace.To name just a ew in recent

times: Jayant Sinha worked withbiggies like McKinsey and hedge

und Courage Capital Manage-ment be ore moving to philan-thropic investment rm Omidi-

yar Network. Ajay Kela moved rom heading it rm SymphonyServices to head the WadhwaniFoundation. Anurag Behar, or-mer ceo o Wipro In rastructureEngineering now co-heads the

Azim Premji Foundation. Then o course there is Nandan Nilekani

himsel and his uid team whichhas a host o people rom thecorporate world.

Sinha, whose compensationearlier was two to three times his

current one, says that Omidyar Network allows him to combinehis passion or public servicewith his investment skills andexperience. We have all beenwonder ully blessed in terms o

amily, opportunities, educa-tion and nancial resources. I people like us do not give back

to the country, who will? AddsKela, who also took a signi cantcut in salary, The problems o the social sector are ar morechallenging and demand much

greater scale than building mostbillion dollar organisations. Itis this opportunity to bring in-novative business models that

leverage market orces or chan-nel government resources to ad-dress the problem at scale thatattracted me to this sector. Be-har is thrilled with the switch.This is always what I wanted todo, he says.

It may be too early to ask thesenew converts about any secondthoughts but ask the husband-wi e duo Swati Ramanathan,an architect, and ex-citibanker Ramesh who started their own

ngo Janaagraha in Bangalore adecade ago and pat comes their reply, Not or a moment. Itsbeen a tough but very satis yingjourney. No regrets.

Beyond fat paycheques

Kela and Sinha

Name u Company Commission

Pawan Munjal u Hero Honda 2,950.00

Brijmohan Lall Munjal u Hero Honda 2,950.00

Toshiaki Nakagawa u Hero Honda 2,950.00

Sumihisa Fukuda u Hero Honda 2,950.00

K.M. Birla u Aditya Birla Group 2,845.32

P.R.R. Rajhau Madras Cements 2,760.01

Onkar S. Kanwar u Apollo Tyres 1,850.00

Vivek Jain u Gujarat Flurochem 1,761.37

Markand Bhatt u Torrent Power 1,760.00

E.Sudhir Reddyu IVRCL Infra 1,668.40

TOP 10 COMMISSIONS

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Route to the Top Highest Paid Intro