Mathrubhumi's new era: Shreyams Kumar hands over digital evolution torch to Mayura, Devika
MV Shreyams Kumar, Mayura MS, and Devika MS talk about transformations at the 100-year-old institution, where the new generation is poised to drive digital innovation while preserving its print legacy
The Mathrubhumi Group has been integral to Kerala’s social fabric for over a century. For many years, MP Veerendra Kumar and MV Shreyams Kumar have stood as the guiding pillars of the institution, shaping its legacy. Now, the Mathrubhumi Group is transitioning into a new era, with the next-generation business leaders, Mayura MS and Devika MS, taking on the reins to lead it forward.
Mayura and Devika MS are the third-generation leaders from the Kumar family, who have led the group since the late 1970s when MP Veerendra Kumar was elected to the group's board of directors. The Mathrubhumi Group is no stranger to the passing of the baton, but each generation brings its unique perspective. As a result, the wave of transformation is always evolving, driven by new ideas and innovations. The first copy of Mathrubhumi was published in 1923, carrying an intense patriotic tone, stressing the need for real freedom from disparity, divisions and distortions. Today, the group is increasingly diversifying its media businesses to stay ahead of the curve while remaining truthful to its values.
Each generation of the Kumar family has helped modernise the 100-year-old institution. MV Shreyams Kumar, the Managing Director of Mathrubhumi Group, has been instrumental in introducing and expanding multimedia formats. Now, Mayura MS, Director - Digital Business, and Devika MS, Director - Operations, are stepping up to take the group’s digital businesses to the next level, equipping the company to stay in sync with the times.
MV Shreyams Kumar, trained in the trade by his father, now finds himself in a similar position. He candidly shares: “I can't expect my daughters to get the same training I got, and I cannot keep referencing how I solved something 15 years ago. Their problems are different, and the solutions also need a new lens.”
Refraining from the perils of micromanagement, he tries to give them the space they need to grow, much like his father did for him. “I allow them the space to realise something and correct it instead of forcing a correction. They surprise me quite frequently by bringing in their outlook and coming up with different solutions,” he says.
