Marico Ltd Chairman Harsh Mariwala reflected on the dramatic evolution of India’s corporate culture during an interview on Saturday, contrasting the rigid hierarchies of his early career with today’s collaborative, open environments driven by younger professionals. Speaking to NDTV Profit, the 74-year-old founder of the FMCG giant behind brands like Parachute and Saffola recalled a time when questioning a senior was perceived as defiance rather than initiative, stifling innovation and individual expression. Mariwala credited the post-liberalisation influx of global exposure and the rise of tech-savvy millennials and Gen Z for fostering workplaces where ideas flow freely, hierarchies flatten, and psychological safety enables constructive dissent.

Mariwala, who transformed a family-run trading business into a ₹10,000-crore empire since taking the helm in 1971, highlighted how the shift began accelerating in the 1990s with economic reforms that brought multinational best practices to Indian boardrooms. He noted that earlier, authority was rarely challenged—employees followed directives without debate, and feedback loops were top-down. Today, he observed, younger leaders enter with confidence, armed with data and digital tools, demanding transparency and purpose alongside pay cheques. This generational change, Mariwala said, has compelled legacy firms like Marico to adopt agile structures, reverse mentoring programmes, and inclusive policies to retain talent in a competitive market.

The chairman pointed to Marico’s own journey as a case study: from a command-and-control model to one emphasising ownership, where even junior staff pitch directly to leadership through platforms like innovation challenges. He linked this cultural pivot to business outcomes—Marico’s revenue grew over 15% annually in recent years, fuelled by rapid product launches like plant-based foods and premium haircare, ideas often sparked by cross-functional teams. Mariwala also acknowledged challenges, such as managing diverse expectations and ensuring alignment, but remained optimistic that India’s evolving work culture positions homegrown companies to compete globally.

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As India’s startup ecosystem booms and remote work normalises post-pandemic, Mariwala’s insights resonate across sectors, from IT giants in Bengaluru to manufacturing hubs in Pune. His remarks come amid broader debates on workplace mental health, gender equity, and skill development, with surveys showing over 60% of Indian Gen Z prioritising learning opportunities over salary. For veterans like Mariwala, embracing this transformation isn’t optional—it’s the key to sustained relevance in a workforce projected to be the world’s youngest by 2030, driving India toward its $5 trillion economy ambition.

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