| Abstrakt: |
WHEN ANAND MAHINDRA LEAFS through his parents' old photo albums, he sometimes pauses at the pictures of his father and friends wearing the white homespun cotton tunic and cap of the successful Indian independence movement. ''I feel a tremendous sense of envy looking at the optimism on their faces,'' he says. ''They had such dreams. It was such a beautiful time to be young. When I grew up, there was nothing but decline.'' But now, at age 30, Anand Mahindra finds himself optimistic about India's future. His optimism is less euphoric than his parents' had been, and more hardened. It is, he says, a feeling that a new, pragmatic generation of leaders is rede-fining the old rules in politics, government and the economy. As the general manager of his family's steel business, the Harvard-educated Mr. Mahindra, based on his own experiences, sees the need for a change. When he returned to Bombay from the United States five years ago, new competitors were flooding Indian industries, forcing old family monopolies like his on the defensive. The Mahindra Ugine Steel Company Ltd. had to revise its marketing strategies and modernize with the help of new technology, some of it imported. These are exactly the kind of adaptations that Prime Minister Rajiv Gandhi says are necessary throughout India. [ABSTRACT FROM PUBLISHER] |
