Bringing transformation
Pillai has been at the helm of WIL for three years now. And he understands the spirit and the strength of this organisation very well. "That's the reason I am busy transforming it," he says, as we step into the car.

We have just finished the plant tour and now we are heading towards his office. The old world charm of one of India's oldest industrial townships is only accentuated as we chat inside the 1950s Dodge.

"It's not practical to take this car out of the township but I use it whenever I am at Walchandnagar," he says without hiding his fondness for the vintage car. "And this is something I am not going to change," he adds with a smile.

Pillai seems to know exactly what he wants to change about WIL. By the way, it wasn't as if it was not doing well before he came. "WIL was quite happy with what it was doing earlier. But I am hungry. I am hungry for growth, I am hungry for improvement, I am hungry for profitability, I am hungry for new technology, I am hungry for success. And my hunger is insatiable," he says.

We are now inside his office. And before I can appreciate the interiors of the room and the lovely paintings on the wall, he informs me that it was done during the tenure of the previous MD. "My choice would have been much simpler but I am fine with this," he says. Another legacy that he is not changing! Of course, the change that he intends to bring is far from superficial. "It is a cultural and strategic change that we are bringing," he says, almost reading my mind.

People involvement
Pillai started the transformation process from day one and now he has only intensified it. He points out that any change starts with people and the changes that you see on the outside are a result of the transformation in people.

"I have brought three fundamental changes at WIL: empowerment of the younger generation, discipline at all levels and focus on productivity." Due to the nature of the work and the traditional set up, productivity has been comparatively low at WIL. "And today, people at WIL understand that without discipline one cannot improve productivity. It is not that people don't like discipline; they just need to be made aware," Pillai says.

So bringing discipline in terms of increasing productivity and then getting people involved has been a focus for Pillai. "People get better involved if they are empowered to contribute. We are also encouraging the young talent within the organisation to build up a leadership pipeline.

"Also, it is important to make them understand that they are not producing just any product but that it is an important product. We are making people realise both internally and externally that WIL is not a small or ordinary company but an important company in terms of its contribution not just to the important sectors of aerospace and defence but to the overall economy. We have got nine different business sectors. And I want my people to feel proud of their contribution to the nation," Pillai says.

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