The Hindu Business Line : Ravi Uppal: At home in the world

For a home-grown manager, elevation as the chief of the Indian operations of a multinational based in Europe would normally involve some adjustments to align with the local cultural and management practices.

But for Ravi Uppal who recently assumed charge as Head-Global Markets & Member Group Executive Committee, ABB Group and Chairman — ABB India, the task of conducting business sitting with his European colleagues has not posed any difficulties .

In fact, so keen is he to learn and become more comfortable with the local culture that he has started learning Deutsche, the commonly used language in Zurich, where he is based.

An Electrical Engineer from the Indian Institute of Technology, Delhi, and an alumnus of the Indian Institute of Management, Ahmedabad, Uppal has also completed an Advanced Management Programme from Wharton Business School, USA.

Sharing his experiences during a recent visit, Uppal said though the European management culture was defined by a more cautious approach, quite different from the short-term focus of the US style, it has its advantages and worked well as a long-term growth strategy.

“At ABB, we follow a pluralistic leadership model based on collective thinking. Integral to this philosophy is the concept of good leadership based on the 2-H (Head and Heart) approach.

“Our leaders walk the talk, lead from the front, provide inspiration to their teams, inculcate strong value systems and set the highest standards of integrity,” he says.

Uppal said his earlier association with the company in Europe had strengthened his position while dealing with Indian business. “My presence in the thick of management dynamics will help me acquire a better understanding of the Indian market.”

As one of the highest ranking Indians at ABB, what has his experience been like?

What elements are Indian managers strong at and what are the areas that they need to brush up on?

Says Uppal: “ABB is a multi-cultural organisation. Even our Group Executive Committee (EC) comprises seven different nationalities which is a statement in itself when it comes to walking the talk.

“Organisations such as ABB build and sustain their own culture, which is eclectic in nature, and is at the core of our business approach of ‘thinking global and acting local’. This is what makes us ‘at home everywhere’!

“Good managers come from all parts of the world and there certainly is a common denominator when you consider their success. Some of the attributes that Indian managers bring with them include a strong academic background, entrepreneurial ability, good skill levels, hard work, perseverance and determination.

“On the other hand, there are a number of areas of potential learning for them, including working within a system, work discipline, a focussed approach, time consciousness and attention to detail.

“I also feel that it is vital to learn ‘the art of followership,’ because he who is a good follower makes the best leader.”

Talking about his responsibilities as chief of ABB in India, Uppal said ABB’s emphasis on recognition and rewarding individual talent and performance along with the importance given to teamwork, has helped him steer the Indian entity to the position of the fourth most important division in the group, after China, the US and Germany.

His current efforts would be directed towards sustaining the momentum and to push for more investments.

But India would have to compete with its peers in the Group to steer ahead, he says.

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Ravi Uppal: At home in the world