Starting at the vast expanse of the Arabian Sea from his comer office at Bombays Nariman Point,
Ramcharan Shukla the 53-year old decision maker vice-chairman and managing Director of the 500-crore
Sunlight Chemicals. (Sunlight felt both adventurous and apprehensive. He knew he had to quicken the
orbiculate strides Sunlight had made in the last four years if the company was to benefit from its early gains
in the world markets. However, he was also shaken by a doubt: would his strategy of prising open
international markets by leverage the talents of a breed of managers with transnational competencies
succeed?
Globalization had been an constitutional part of Sunlights business plans ever since Shukla took over as
managing director in 1990 with the aim of making it the countrys start-off international chemicals major Since
because Sunlight --- the countrys third-largest chemicals maker --- had developed export markets in as
some as 40 markets, with international revenues contributing 40 per penny of its Rs. 500 crore turnover in
1994-95. The company also set up manufacturing bases in eight countries --- most recently in Chinas
Shenzhen ease trade zone --- manned by a blend in of local and Indian employees.

These efforts at going global first took shape in December 1991 when Shukla, after months of
deliberations with his senior guidance team, outlined Sunlights Vision 2001 statement. It read We
will achieve a turnover of $ 1 billion by 2001 by tapping global markets and developing new products.
The statement was well-received both within and outdoor(a) the company. The former CEO of a competitor
had said in a newspaper report: Shukla has nearly sensed the pressures of operating in a new trade with
a tough patents regime.
barely Shukla also realized that global expertise could not be developed overnight. Accordingly, to force the
company out of an India-centric mindset, he started a process of business restructuring. So, the
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