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Hari Mohan Bangur’s management idea is to make correct, innovative work and continual improvement the immediate priorities, rather than treat profit as the only goal. The title’s phrase “If you work for excellence, profit becomes a byproduct” is a paraphrase, not a verified verbatim quote. In a February 2019 interview, Bangur put it this way: “Profitability is the by-product, but doing correct and innovative things is more preferable.”
What Bangur meant by profit as a byproduct
Bangur described profitability as an outcome of doing the work well, not as a substitute for deciding what work is worth doing. In the interview, he emphasized doing things correctly and innovatively. That framing shifts attention from chasing an immediate financial result to the practices that can support one.
It is a management principle, not a guarantee that excellence automatically produces profit. The interview records Bangur’s view; it does not establish a measured causal effect or prove that the approach will produce the same result in every company.
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How challenging targets can make routine work productive
Bangur said Shree Cement set challenging productivity targets and raised them as the company moved closer to meeting them. He also explained that novel challenges helped motivate commercial and technical employees in a commodity business, where daily work can otherwise become repetitive.
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The logic is practical: a target gives teams a concrete problem to solve, while a rising target encourages them to keep improving rather than treat one achievement as the finish line. In this account, the challenge is meant to engage people in better work—not to make a financial figure the sole measure of success.
What this approach says about growth and discipline
Bangur’s interview covered company strategy and operating practices as well as innovation. IIT Bombay’s profile of him describes continual improvement, cost reduction, energy conservation, innovation and disciplined capital allocation as recurring themes in his work. These are institutional descriptions of his career, not independently audited proof that any one practice caused a particular business result.
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Taken together, the sources suggest a distinction between building operational capability and pursuing growth for its own sake. Challenging productivity goals and innovation concern how the company works; disciplined capital allocation concerns how it commits resources. The material supports describing these as elements of Bangur’s approach, not as a universal formula for profitability.
Who is Hari Mohan Bangur?
Shree Cement identifies Bangur as its chairman. Its official profile says he studied Chemical Engineering at IIT Bombay and lists the EY Entrepreneur of the Year award in 2016 and the Forbes India Leadership Award in 2017. IIT Bombay’s profile says he received his B.Tech. in Chemical Engineering in 1975 and has led Shree Cement since 1992.
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The 2019 interview provides Bangur’s own explanation of the excellence-and-profit idea. The institutional profiles add biographical context, but neither should be read as a current performance report for Shree Cement.
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Sources
- Ground View, February 2019 interview with Hari Mohan Bangur
- Shree Cement official profile of Hari Mohan Bangur
- IIT Bombay profile of Hari Mohan Bangur
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