Case Study – 2
In mid- October, at the annual general meeting of Reliance Industries ltd. Chairman Mukesh Ambani talked about 5 ‘fundamental strategic shifts that were underway his petrochemicals & refining Goliath. RIL will now pursue acquisition for global size & scale. That is the first major shift. The second big departure from the part is Ambani’s willingness to accept partnership primarily joint ventures as way of life. The other changes involve relying on agriculture & rural sectors for growth, focusing on research & innovation & getting a global foot print in a bid to be recognized as a true Indian Multinational.
A couple of those shifts became more evident last fortnight. The head of RIL’s global oil business let on at an investment summit at acquisitions of oil & gas assets, worth up to 1.5 billion dollars, where on the anvil. Around the same time, RIL signed an initial agreement with the state – run gas transporter GAIL (INDIA) Ltd. to jointly set up petrochemicals units in foreign markets. The shift towards JV’s became more apparent & reports surfaced that RIL & KUWAIT petroleum was in talks to set up refining & petrochemicals units in KUWAIT. The shifts have begun. Time will tell how they changed the paradigms at RIL.
As a strategy professional, how do you look at these shifts?
What has been the experience, in general, with merger, acquisitions & joint ventures?