The information highway will enable people from all walks of life to participate in their country's growth

Simplicity, working with values, and a steady approach toward attaining

goals are the ingredients of success for this industry veteran. With over 24

years of experience in successfully developing and managing businesses across a

wide range of sectors and markets, Vivek Mohan is now heading Alcatel Lucent's

India operations. He took over the reins of the company as president in January

2008. Mohan's key responsibility is providing leadership to the organization,

grow the business by effectively positioning the company's products and

solutions, and achieve high customer satisfaction. Prior to his current

position, Mohan was heading the services organization at Alcatel-Lucent.

Mohan began his career back in 1984, when he founded Alok Industries and

built it into an $8 mn business in just four years. Orient Junction, another

business started by Mohan, became a $5 mn company in five years and maintained

200% profit before he divested this company in several phases. In an exclusive

interview with VOICE&DATA, he shares interesting facets of his life. Excerpts

What is your typical day like?



I wake up at 5 am. My day starts with writing emails and browsing the latest

news to wrap up the stuff that happened over the night. Working in a

trans-national company also means staying up and working with different time

zones. Then I go for a jog, come back, and get ready for office.

What works for you, hype or hard work?



There is no substitute for hard work. You have to be focused to succeed. You

can't just jump from one opportunity to another. It is imperative to have

patience and fortitude to learn which method is right for you. Thus, analyzing

things and working toward reaching your goal may take some time, as what's right

for one person may not be right for another.

I have the ability to size and identify the needs of a situation and then

either put together a team or bring the existing team with me to solve the

problem at hand. My main weakness is impatience with status quo.

How do you perceive yourself as an individual, entrepreneur and as a

family man?



To me these are different facets of a person, not separate definitions. As

an individual, entrepreneur and family man my definition of success is having

fun while making a difference and continue learning. My desires and ambitions

have been fulfilled. I always wanted to participate, lead and cause change in a

global business, and so far I have been fortunate enough to live my dreams. With

my family the added dimension is that of ensuring a better future than what I

have today.

What are the qualities of a good leader?



To me leadership means empowering people to take decisions and take the

responsibility for their actions. I like to drive delegation with

accountability. However, if the situation requires I have no problem rolling up

my sleeves and getting into details. Also the leader should be understanding,

caring, and capable enough to inspire and direct people in the right direction

through his approach and knowledge, especially in times of crisis.

What major challenges have you faced in your 24-year old professional

life?



They have all been very different experiences-from restructuring/turnaround

of the optical business unit in New Jersey to leading the Asia Pacific and China

supply chain operations, and now to heading Alcatel-Lucent in India. All these

experiences have been very different from each other and, at the same time, very

exciting and challenging.

What principles do you follow in life?

I believe in simplicity and values. I am always open to learning new things.

I believe working with ethics is very important if one really want to achieve

success. Do what you feel is correct and once that comfort is there, I believe

one can manage things proficiently.

So in simple terms, be anchored in your values, keep it simple, make a

difference, continue to learn and keep having fun while at it.

Is there anything you miss in life?



I would like to have a few more hours in my day, so that I could spend them

with my family, enjoying my time with my kids.

What are you reading at present?



At present I am reading, The Breakthrough Imperative by Mark Gottfredson &

Steve Schaubert. This book is based on the authors' decades of managerial and

consulting experience with managers of all kinds. I think this is an essential

read for anyone who is trying to transform a business. The invaluable "four

laws" give business leaders a comprehensive yet simple way to develop a winning

game plan.

How challenging is it to be the president of Alcatel-Lucent in India? What

do you like most at Alcatel-Lucent?



Opportunities for any company, including Alcatel-Lucent, are fairly large in

a dynamic telecom market such as India. The challenge in front of me as a leader

is to steer the company so that it meets the needs of the market, in a way that

is value to our customers and end-users, while maintaining our profitability.

What is your philosophy to handle work-related issues?



Our customers come first; we must continuously innovate to equip ourselves

to best serve our customers. For this we need to join hands and keep strong

teamwork going across the globe, as we are our own driving force. Given the

diversity and spread of our operations and teams, we need to respect diverse

ideas and perspectives. That makes us richer and better equipped to deal with

different challenges. And lastly, each individual must be a leader and take on

accountability for his or her role in the team. A demonstration of our core

values in every day work will ensure the clockwork of the organization, and

continuous growth.

What's your vision for the country?



India's brand name is improving a lot. In the 70s we were clerks, in the 80s

developers, 90s middle managers, and in the late 90s entrepreneurs. In the new

millennium we are seen as capable of leading global organizations. In most

corporate meetings of big multinationals, more strategies are prepared for India

and China. In the changing business scenario, companies are trying to figure out

what business models will work here. The answer is innovation. Over the time,

more of the challenging work is being shipped to India.

What are your views on the current telecom scenario in India?



India is one of the fastest growing markets in the world. The challenge is

to meet the needs of the market in a way that is of value to the Indian

consumers, while maintaining the profitability of the companies serving the

market.

The Indian telecom scenario is abuzz with hyper growth, associated

consolidations and new partnerships. I see exciting developments in the Indian

telecom sector. The telecom revolution in India has reached a very critical

stage with subscriber penetration in tier-1 cities reaching saturation point,

and the action moving to tier-2 and -3 cities. India has been able to provide

telecom services at very competitive tariffs and has reduced the digital divide

by extending connectivity to the hinterland. The information highway will enable

people from all walks of life to learn about and contribute their country's

growth.

Jatinder Singh



jatinders@cybermedia.co.in