YEARS 1990-1999
Manchanda was indeed living his dream at HLL, but the initial couple of years in his corporate journey were far from a bed of roses.
His experience oscillated between moments of triumph and days of challenges. The corporate environment was markedly different, with no room to escape criticism. The early performance ratings were below par, and his struggle with communication skills and English proficiency kept him out of favour and unnoticed.
Exhibiting remarkable stoicism, Manchanda diligently worked his way upward. In the subsequent months, he outpaced his batch mates, consistently surpassing his targets and gradually improving his performance ratings.
His unwavering dedication did not go unnoticed, and his supervisors began to recognize and acknowledge his progress in the feedback between June 1990 and September 1991.
Creating Opportunities
Eighteen months into his tenure at HLL, Manchanda, now addressed as OP by his colleagues, achieved the position of an area manager in the animal feeds division. His unique blend of knowledge in veterinary sciences and an understanding of management tools and practices made him an ideal candidate for the role.
While the position was good, it did not fully align with OP’s aspirations. He cherished a desire to venture into mainstream sales and marketing, considering it a benchmark of achievement.
Recognizing that waiting for the perfect opportunity might take time, OP took matters into his own hands and actively created opportunities. Luck also played its part in shaping his journey.
During one of the office dinners, with his line manager away in Chandigarh, OP serendipitously encountered a senior executive from the beverages division in Bangalore. Engaging in a 30-minute conversation, this chance meeting proved pivotal. Upon the executive’s return to the southern city, OP’s trajectory shifted, and he was appointed as an area sales manager in the beverages business of Lipton India Ltd within the Hindustan Lever Limited (HLL) umbrella.
This move marked a significant milestone, taking almost four years for OP to transition from the shadows to a prominent role in HLL’s mainstream business.
Making a Mark
The role of Area Sales Manager (ASM) emerged as a defining phase in OP’s career. Reflecting on this period, he noted, “When the stint ended, I could feel I was a different person, more confident than I was even five years ago.”
Several factors contributed to this significant growth:
- Mentorship and Encouragement
OP was fortunate to have a boss who recognized his potential, served as a mentor, and encouraged him to take on challenges. - Sales and Distribution Exposure
The stint provided invaluable exposure to understanding the intricacies of the sales and distribution system within the organization. - Entrepreneurial Mindset
OP’s previous experience in the animal feeds division had fostered an entrepreneurial mindset, proving beneficial in his new assignment. - Increased Visibility
Being in a mainstream role, OP garnered attention from a broader audience, leaving a positive impression on seniors and managers who held significance. - Merger Insights
The period coincided with the merger of two companies – Brooke Bond and Lipton. This consolidation provided OP with valuable insights into human dynamics and the implications of mergers on businesses.
Aiming for a Brand Stint
During his tenure in the beverages division, OP nurtured a desire to pursue a stint with a specific brand, akin to his peers. However, having not joined HLL in the sales and marketing stream posed a challenge. The pyramid structure within the organization further narrowed his chances as he transitioned from sales to marketing.
However, as the old adage goes, chance favours the prepared mind, and, indeed, it favoured OP’s.
A Roar with Lipton Tiger
During a training session with a senior figure in the beverages division, OP seized an opportunity to pitch an idea.
After persistent efforts, in 1996, OP was appointed as the product manager (innovation) for an upcoming tea-based beverage mixture, Lipton Tiger, consisting of 70% tea and 30% non-tea elements.
This new role, crafted within the marketing group, tasked OP with spearheading the innovation process management in the beverages business. He was responsible for leading the concept, product development, conducting test markets, and overseeing the commercial launch of the tea mixture brand.
OP dedicated himself to the project, collaborating with senior management to conceptualize a launch strategy, define differentiating factors, set the price point, and explore unconventional media options. The test launch took place in Chhapra district, Bihar, in April 1998, and its success prompted a commercial rollout in four additional states over the subsequent six months. By the end of the year, Lipton Tiger Tea was introduced nationwide.
The project garnered accolades, starting with the CAME Best Idea of the Year award in 1997 and culminating in the Global Unilever Innovation Award in 1999.
In March 1999, OP was promoted to the role of Business Manager (Popular Tea). However, he soon realized that the new position did not align with his long-term aspirations. In November 1999, OP made the decision to leave Hindustan Lever Limited (HLL).
He would join Monsanto an agricultural biotechnology company in Mumbai.
This period held a bittersweet memory for OP as he lost his father, his source of inspiration. It was a poignant moment that remained etched in his memory.
Since 1998, the US-based agrochemical conglomerate Monsanto had been actively pursuing OP.
With plans to introduce BT Cotton and its global flagship herbicide Roundup in India, the company’s senior leadership sought experienced managers from the Fast-Moving Consumer Goods (FMCG) sector.
In September 1998, Monsanto extended its first offer for the position of Brand Manager (Roundup). However, as OP was already a Product Manager (Innovation) at HLL, this would have been a lateral move, and he chose to decline the offer.
Nine months later, Monsanto made another proposal. This time, they offered OP the role of National Marketing Manager, matching his HLL remuneration and even providing a substantial increase.
Given the attractive offer and his growing indifference to his current role as Business Manager (Popular Tea) at HLL, OP found this opportunity too compelling to refuse.
The timing aligned with his desire to continue the path of innovation, a journey he had started and enjoyed during his tenure with Lipton Tiger Tea.
Good, but not enough
Initially, there were challenges. OP’s daughters struggled to settle into their new Mumbai school, and he grappled with understanding the nuances of Monsanto’s agrochemicals business and adapting to its American work culture. However, these initial hiccups eventually settled, and OP started making progress up the corporate ladder.
From his time at Monsanto onward, OP would be addressed as Om.
Utilizing his scientific and commercial skills acquired at HLL, Om ascended to the position of National Sales Manager in less than two years, adding more value to the organization.
While his diverse experience at Monsanto was highly valued within the agrochemical multinational, Om realized that it would leave fewer impressions outside it. He recognized the need to return to the Fast-Moving Consumer Goods (FMCG) sector for a more rewarding long-term career.
In December 2002, Om made a pivotal decision. A former HLL colleague, who was leading a newly-formed consumer healthcare division at Ranbaxy, offered him the position of General Manager-Marketing, and he accepted the role.
Although the financial gains were not substantial, the job brought Om back to Gurgaon, closer to his roots. This move also allowed his children to be in a more familiar environment. Om officially joined Ranbaxy in the newly created Consumer Healthcare Division in January 2003.
A homegrown company, Ranbaxy differed from the multinationals Om had worked with so far. The team he joined was small and had a startup-like feel. Their group comprised a diverse mix of experienced executives, as well as novices and freshers, all working closely together.
In 2004, when Om’s boss relocated to Singapore with expanded responsibilities, the management began considering a new business head who would report to Singapore. Given his seniority and performance ratings, Om assumed he would be the chosen one. However, reality took a different turn.
In the new organizational structure, two positions were created: head of business (India) and General Manager (International). Surprisingly, Om was selected for the latter role. This position wasn’t a P&L (Profit and Loss) role, as most countries had their own management teams. Additionally, he was informed that considering him for the new India business head position might lead to HR issues with his peer group, who might refuse to accept him as their boss.
This reasoning didn’t sit well with Om, leaving him feeling hurt and disappointed. Although he reluctantly accepted the offered position, he had already decided to move on as soon as a suitable opportunity presented itself. “Clearly, things hadn’t worked out my way in this organization, and they might never.”
Over the next nine months, Om received offers from various small, homegrown companies looking to professionalize their businesses.
One such opportunity came from Dr. Lal PathLabs.
Early Years
