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After taking over as Chairman of Aditya Birla Group in 1995, Kumar Mangalam Birla initiated significant restructuring in the management policy of the Group by abolishing old practices such as ''babu-culture'', ''womb-to-tomb policy'' and ''Partha system'' and implementing new programmes, which were prevalent in the Group for many years. In 2005, the biggest challenge for Birla was maintaining the leadership position in the Group''s core business and positioning itself in the list of Fortune 500 companies. This case while tracing the legacy of the Aditya Birla Group over the years, offers scope to discuss the various management changes being implemented by Kumar Mangalam Birla amidst various challenges in the external and internal environment of the Group.