In this era of unprecedented change, any global business is continuously buffeted by the impacts of new technologies, environmental concerns, geopolitical shifts, supply chain disruptions, and altered consumer expectations. Within this swirling business maelstrom, conglomerates — typically large entities with diversified portfolios and intricate global footprints — have to survive and thrive.
A conglomerate’s ability to turn volatility into opportunity relies upon a unique blend of strengths – those arising from scale, diversity, employee empowerment, research prowess, environmental and social stewardship, geographic spread, etc. It’s these factors that assist in risk mitigation and growth in times of unpredictable change.
Here’s a look at Aditya Birla Group as a conglomerate at work in a VUCA (volatile, uncertain, complex, ambiguous) world. Powered by over 227,000 people, its operations span across diverse sectors – metals, cement, textiles, carbon black, financial services, fashion, hospitality, paints, jewellery, renewables, et al. A USD 67 billion organisation, the Group has built a footprint in more than 40 countries over its 75+ years in business.
Scale: The power to endure
yangshan-harbor-of-shanghai.webpAt the heart of every successful conglomerate lies scale — the ability to marshal vast resources, negotiate from positions of strength, and absorb shocks that could overwhelm smaller companies. Scale is more than just a matter of size; it is a source of resilience.
Aditya Birla Group has achieved world-leading scale in a number of sectors: It is the world’s No.1 in Aluminium rolling and recycling, #2 in Carbon Black (capacity) and Cellulosic Fibres, and among the top 3 in Specialty Alumina and Cement. In India, it leads in several industries – from fashion retail and specialty chemicals to copper and insulators.
Across its listed companies, it records a market capitalisation of USD 112 billion (as of 1 July 2025). It has also invested in over 60 strategic acquisitions and joint ventures over the last two decades, creating a strong globe-spanning footprint. During times of economic downturn or sector-specific volatility, this scale allows conglomerates to shift resources among business units and cushion losses in one area with gains in another.
Diversity and synergy: Building and de-risking
Another hallmark of conglomerate success is diversity — of markets, products, business models, and even cultures – which helps to insulate from the risks inherent in any single market or sector.
Diversity is also about leveraging synergy. By owning businesses across the value chain, conglomerates can capture efficiencies, share best practices, and transfer knowledge. The web of interconnected business units becomes, in effect, an ecosystem where the whole is greater than the sum of its parts.
For instance, Aditya Birla Group’s new paints business, Birla Opus, entered a market dominated by well-entrenched and established players. However, the decorative paints business leveraged UltraTech Cement’s (India’s no. 1 cement) distribution network to garner a high single-digit market share in a relatively short time.
Talent and leadership: Global opportunities
In the war for talent, conglomerates have a distinct advantage as the breadth of operations and geographic spread create a multitude of pathways for employee development and mobility. Talented individuals can move laterally as well as vertically, gaining exposure to different industries, functions, and markets without changing employers.
Here is what Vishak Kumar , CEO of Aditya Birla Lifestyle Brands Limited, says about his 30+ years career at the Group: “Very few companies would allow people to work across three businesses, moving through various projects, and then give them choices around which company they wish to finally work with, and then create mobility beyond that.”
And let’s hear Priscilla Centrone, HR manager at Birla Carbon, Brazil, “Most of our employees have been working here for 30+ years, which represents how responsible the company is and how committed the employees are .”
In addition, the ability to offer learning and development at scale means that conglomerates can institutionalise a culture of continuous upskilling along with leadership programs and international assignments. Moreover, the pan-Group recognition initiatives allow individuals to shine on a global stage. Little wonder that Aditya Birla Group has been rated as a Top Employer in India in 2025 by The Top Employers Institute.
Research and innovation: Staying future-ready
R&D is often the engine that powers long-term competitiveness. Conglomerates, with their deep pockets and tolerance for long investment horizons, can afford to take a measured approach to R&D, especially through central research labs or innovation hubs that support multiple business units.
Take Aditya Birla Science and Technology Company Private Limited (ABSTC), the corporate research and development wing of the Group. Located in Taloja, just outside of Mumbai in India, ABSTC supports Group businesses through multi-disciplinary teams of expert scientists and engineers who lead fundamental and applied research projects. The centre is powered by state-of-the-art equipment set in a technology-led environment.
Innovation in conglomerates is also supported by venture capital arms that are willing to invest in exciting and novel start-up ideas. This keeps the conglomerate at the cutting edge, allowing it to scout for disruptive technologies and quickly scale those that align with its strategic priorities. An example of this is Aditya Birla Ventures , which was founded in 2021 for investments in new-age leading businesses.
Driving sustainability: The new imperative
Environmental, Social, and Governance (ESG) considerations have become central to business legitimacy and long-term profitability. Conglomerates, due to their size and visibility, are under intense scrutiny from all stakeholders. Those that embrace ESG not just as compliance, but as a core strategy, find themselves better positioned for sustainable growth.
At Aditya Birla Group, businesses can lean on the Group Sustainability Cell, which has developed and implemented comprehensive sustainability frameworks that focus on reducing carbon emissions, optimising resource efficiency, and promoting social responsibility.
This central drive helps Aditya Birla Group businesses stay on track to achieve their pledge to become a net-zero carbon emitter by 2050. Community and social impact get a collective push too, as the Group reaches out to 11 million beneficiaries worldwide in an array of interventions across health, education, livelihoods, and more.
Management and governance: A vanguard at work
To keep the wheels of conglomerates moving, governance is important. At the Group, several group-level corporate functions support businesses in multiple ways. At work are Group Human Resources, Group Information Technology, Consumer Insights and Brand Development Cell, Corporate Economics Cell, Group Legal & Compliance, Corporate Strategy and Business Development, Group Communication and Brand, to name a few.
In conclusion: A Force for Good
Success for conglomerates is a factor of more than size, it includes agility, vision, and resilience. Conglomerates are more than collections of businesses; they are ecosystems capable of evolving in response to economic shifts. They have an impact that extends beyond the monetary through their responsible business practices and positive social impact.
Aditya Birla Group stands testament to this as a premium global conglomerate that believes in enriching lives by building dynamic and responsible businesses and institutions that inspire trust , always aspiring to be a true Force for Good.
