The business world has lost a titan. Arunachalam Vellayan, the visionary leader who shaped the Murugappa Group into one of India's most admired conglomerates, has passed away at 72. His death on November 17, 2025, in Chennai, after a prolonged illness, leaves a void not just in his family but in the entire corporate landscape of India. Survived by his wife, Lalitha Vellayan, sons Arun and Narayanan, and grandchildren, Mr. Vellayan's legacy extends far beyond his personal life.
But here's where it gets truly remarkable: his decades-long tenure at Murugappa Group wasn't just about leadership—it was about transformation. As chairman emeritus of Coromandel International and former chairman of the Murugappa Group, Vellayan was the architect behind the group's strategic diversification and long-term value creation. His unwavering integrity and forward-thinking vision didn’t just strengthen the group; they elevated its reputation to new heights.
And this is the part most people miss: Vellayan’s influence wasn’t confined to the boardrooms of Murugappa. He served on the boards of industry giants like Kanoria Chemicals & Industries Ltd, EXIM Bank, and Indian Overseas Bank, leaving an indelible mark on multiple sectors. His leadership extended to key industry bodies such as the Southern India Chamber of Commerce, Fertiliser Association of India, and even the All India Cycle Manufacturers Association, showcasing his versatility and commitment to India’s economic growth.
Controversially, some might argue that his most significant contribution was his role as Chairman of the Board of Governors at IIM-Kozhikode. Was he a corporate leader first, or an educator at heart? His academic background—from The Doon School to the University of Warwick Business School—and honorary doctorates from Tamil Nadu Agricultural University and Aston University suggest a man equally passionate about knowledge and business.
Murugappa Group’s statement captures it best: “Admired for his sharp business insights, leadership clarity, and unwavering commitment to the Group’s values, Mr. Vellayan’s contributions have left a lasting imprint on the organisation, inspiring generations of leaders within the Group and beyond.”
But here’s a thought-provoking question for you: In an era of rapid corporate change, can leaders like Vellayan still serve as models for the next generation? Or has the business landscape evolved beyond their principles? Share your thoughts in the comments—let’s keep the conversation going.
