The first quarter of 1997 was not marked by a spectacular product launch or a massive acquisition, but by a silent, seismic shift in the internal architecture of the Patel Empire. Harsh executed his "Great Re-ordering" with the precision of a surgeon, transforming a collection of powerful but sometimes disjointed divisions into a sleek, federal corporate state.
The announcement was made at a leadership summit at the new Patel Group corporate headquarters—a gleaming tower in Mumbai's Bandra-Kurla Complex, a symbol of their arrival at the pinnacle of Indian business.
"Effective today," Harsh announced to his assembled lieutenants, "the Patel Group is a holding company. You are no longer division heads. You are CEOs."
He outlined the new structure:
· Deepak was named CEO of "Patel Technologies," a new entity merging Bharat Electronics' consumer business with the strategic "Sanskrit" project and Bharat Labs. His mandate was clear: win in the consumer market and deliver a world-class Indian microprocessor.
· Vikram became CEO of "Patel Infrastructures," combining his logistics and construction arms. His goal was to dominate Indian logistics and execute the "BharatNet" project flawlessly.
· Sanjay was appointed CEO of "Patel Consumer Ventures," a portfolio encompassing the retail stores, agri-sciences, and any future consumer brands. His role was to build deep, direct relationships with the Indian consumer.
The air in the room was electric with a new kind of energy—the energy of ownership. They were being given true autonomy, with their own boards, their own profit-and-loss responsibility, and the freedom to execute their own vision within the broader group strategy.
The second part of the re-ordering was the unleashing of the Aethelred Trust. Harsh announced the creation of the "Group Strategic Investment Office," led by Rakesh. Its purpose was to act as the group's internal bank and venture capital fund.
"The era of begging the holding company for budget is over," Harsh stated. "Each of your companies will have a line of credit with the Investment Office. You will pitch your growth plans to Rakesh, just as you would to any bank. But we will be a more understanding, and more far-sighted, partner."
This was a revolution in corporate governance. It forced his CEOs to think like entrepreneurs, to justify their investments with rigorous analysis. It also freed Harsh from the drudgery of capital allocation, allowing him to focus on the group's ultimate direction.
The effects were immediate and profound.
Deepak, now fully empowered, made the bold decision to spin off the "Bharat-Net Terminal" manufacturing into its own subsidiary within Patel Technologies, allowing it to run with the efficiency of a dedicated unit while freeing his core team to focus on the "Sanskrit-2."
Vikram, with his new consolidated authority, launched a takeover of a struggling national freight railway company, instantly adding a massive new capability to Patel Infrastructures' arsenal.
Sanjay, no longer competing for Harsh's attention, greenlit the long-delayed expansion of "Bharat Mega-Stores" into South India, backed by a compelling business plan approved by Rakesh's office.
Harsh watched the machine begin to hum with a new, more powerful rhythm. He was no longer the central processing unit, bogged down by every decision. He was the operating system, providing the platform upon which his CEOs could build extraordinary applications.
His time was now his own. He used it to draft the initial proposal for "Project Disha," a document that outlined a data-driven nervous system for the entire nation. He began the quiet, high-level lobbying in Delhi, seeding the idea with the PM's most forward-thinking advisors.
The Great Re-ordering had achieved its goal. The sovereign had decentralized power, making the empire more resilient and agile. He had traded direct control for scalable, sustainable growth. The Patel Group was no longer a kingdom; it was a federation, and its states were now led by ambitious, empowered kings. Harsh's role had evolved once more: from architect to constitutional monarch, and from there, to visionary of the next, unimaginable frontier.