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Conquering the Chaos: Win in India, Win Everywhere
India is back! With the country’s general elections in 2014 resulting in a government formed by a new political party, the Bharatiya Janata Party, led by a business-friendly prime minister, Narendra Kumar Modi, the world’s largest democracy is once again on the minds of business leaders the world over.
The renewal of interest in India is all the greater because of what’s happening in neighboring China. For over thirty years, China was the growth engine for many Western multinational companies, but the combination of a slowing economy, rising wages, and increasing political risk has most companies looking for the next China.
No other country is better positioned to play that role than India.
In the short term, though, India will remain a challenging market, with a well-deserved reputation for corruption, uncertainty, and stultifying bureaucracy. Those hurdles are unlikely to go away soon. Yet India may be on the verge of unprecedented growth.
Can you afford to wait or should you plunge into this complex market today? What does it really take to win there? How do executives deal with India’s volatility, uncertainty, and intense competition—and even prosper from it?
Ravi Venkatesan, the former Chairman of Microsoft India and Cummins India, offers expert advice on how your company can overcome the unique challenges of the Indian market. He argues that India is in fact an archetype for most developing nations, many of which present similar challenges. Succeeding in India is important not just because it is a big market but also because it is a litmus test for your corporation’s ability to succeed in other emerging markets. If you can win in India, you should be able to win anywhere.
Hard as these frontier markets are, Venkatesan argues, the bigger hurdle may well be the internal culture and mind-set at a multinational’s headquarters. The unwillingness to make a long-term commitment or to adequately trust local leadership, combined with the propensity to rigidly replicate the products, business models, and operating systems that have worked at home, drives many companies into a “midway trap.” That often results in India remaining an irrelevantly small contributor to the company’s global growth and profits.
Combining personal experience and in-depth interviews with CEOs and senior leaders at dozens of companies—including Microsoft, GE, JCB, Dell, Honeywell, Volvo, Bosch, Deere, Unilever, and Nestlé—Venkatesan shows you how to tackle political changes, policy uncertainty, and corruption and thrive in India. He proves that you can break through, but it takes a very different type of leadership, both locally and at corporate headquarters.
If you want to succeed in the twenty-first century, you must succeed in emerging markets. This practical book, written by one of India’s most respected CEOs, gives you the keys to win in India, other emerging markets, and, indeed, globally.
The renewal of interest in India is all the greater because of what’s happening in neighboring China. For over thirty years, China was the growth engine for many Western multinational companies, but the combination of a slowing economy, rising wages, and increasing political risk has most companies looking for the next China.
No other country is better positioned to play that role than India.
In the short term, though, India will remain a challenging market, with a well-deserved reputation for corruption, uncertainty, and stultifying bureaucracy. Those hurdles are unlikely to go away soon. Yet India may be on the verge of unprecedented growth.
Can you afford to wait or should you plunge into this complex market today? What does it really take to win there? How do executives deal with India’s volatility, uncertainty, and intense competition—and even prosper from it?
Ravi Venkatesan, the former Chairman of Microsoft India and Cummins India, offers expert advice on how your company can overcome the unique challenges of the Indian market. He argues that India is in fact an archetype for most developing nations, many of which present similar challenges. Succeeding in India is important not just because it is a big market but also because it is a litmus test for your corporation’s ability to succeed in other emerging markets. If you can win in India, you should be able to win anywhere.
Hard as these frontier markets are, Venkatesan argues, the bigger hurdle may well be the internal culture and mind-set at a multinational’s headquarters. The unwillingness to make a long-term commitment or to adequately trust local leadership, combined with the propensity to rigidly replicate the products, business models, and operating systems that have worked at home, drives many companies into a “midway trap.” That often results in India remaining an irrelevantly small contributor to the company’s global growth and profits.
Combining personal experience and in-depth interviews with CEOs and senior leaders at dozens of companies—including Microsoft, GE, JCB, Dell, Honeywell, Volvo, Bosch, Deere, Unilever, and Nestlé—Venkatesan shows you how to tackle political changes, policy uncertainty, and corruption and thrive in India. He proves that you can break through, but it takes a very different type of leadership, both locally and at corporate headquarters.
If you want to succeed in the twenty-first century, you must succeed in emerging markets. This practical book, written by one of India’s most respected CEOs, gives you the keys to win in India, other emerging markets, and, indeed, globally.
240 pages, Hardcover
First published January 1, 2013
34 people are currently reading
479 people want to read
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Displaying 1 - 20 of 20 reviews
September 14, 2013
This was another book I won on First Reads. One might ask why a special education teacher in US public schools would be interested in a book about multinational corporations in India. Partly curiosity and partly fascination with India and its culture would be the answer.
Mr. Venkatesan writes about India's business culture in language that is mostly jargon free so it is understandable to non-MBA readers. He makes many interesting points. One is that India's government is more of an obstacle to business than a helper. He points out that 25% of India's lower house of Parliament have criminal records ranging from kidnap to murder to extortion to robbery. He uses the acronym VUCCA to describe India's business environment (Volatility, Uncertainty, Complexity, Corruption and Ambiguity).
One of the most prevalent points the author makes throughout the book is the tendency of western corporations to address only the top part of the Indian economy. He states this is done because they can afford the products the corporation produces and the business practices such as advertising appeal to them. He terms this the Midway trap. He feels that the most successful companies in India address this issue in several ways. Among these are highly visible leadership in India. Another is to develop products customized to the needs of the less affluent Indians. Localized manufacturers and supply chains are also mentioned. He also suggest that joint ventures help businesses to enter the vast Indian market. Local leadership and using India as a hub for addressing other developing markets could also help.
About a third of the way through the book, I realized that some of Mr. Venkatesan's ideas apply to more than just business. For example, when talking about good qualities for a leader, he mentions courage, high ambition, entrepreneurship, learning agility and good people skills. I thought about my own boss, whom I don't hate but I don't like either. Thinking of the descriptors he used, I realized my boss lacks courage (won't disagree with her superiors), entrepeneurship/learning agility (she won't try things not approved by her superiors). When she is displeased with an employee's performance, she tends to yell at them and harass them rather than providing models of what she would prefer. The workplace must be a place with heart-a place where people are anxious to go to work. It gave me a better sense of why I don't really like her and don't feel comfortable functioning with her as a boss.
Mr. Venkatesan suggests that making changes that apply to developing economies like India require a paradigm shift which can then translate to many other developing markets or even undeveloped markets. A few years back, I helped a friend from India develop a training module for businesses wanting to begin in India. This book would have been most valuable in this effort as it really gives a clear picture of business opportunities and obstacles in India.
Mr. Venkatesan writes about India's business culture in language that is mostly jargon free so it is understandable to non-MBA readers. He makes many interesting points. One is that India's government is more of an obstacle to business than a helper. He points out that 25% of India's lower house of Parliament have criminal records ranging from kidnap to murder to extortion to robbery. He uses the acronym VUCCA to describe India's business environment (Volatility, Uncertainty, Complexity, Corruption and Ambiguity).
One of the most prevalent points the author makes throughout the book is the tendency of western corporations to address only the top part of the Indian economy. He states this is done because they can afford the products the corporation produces and the business practices such as advertising appeal to them. He terms this the Midway trap. He feels that the most successful companies in India address this issue in several ways. Among these are highly visible leadership in India. Another is to develop products customized to the needs of the less affluent Indians. Localized manufacturers and supply chains are also mentioned. He also suggest that joint ventures help businesses to enter the vast Indian market. Local leadership and using India as a hub for addressing other developing markets could also help.
About a third of the way through the book, I realized that some of Mr. Venkatesan's ideas apply to more than just business. For example, when talking about good qualities for a leader, he mentions courage, high ambition, entrepreneurship, learning agility and good people skills. I thought about my own boss, whom I don't hate but I don't like either. Thinking of the descriptors he used, I realized my boss lacks courage (won't disagree with her superiors), entrepeneurship/learning agility (she won't try things not approved by her superiors). When she is displeased with an employee's performance, she tends to yell at them and harass them rather than providing models of what she would prefer. The workplace must be a place with heart-a place where people are anxious to go to work. It gave me a better sense of why I don't really like her and don't feel comfortable functioning with her as a boss.
Mr. Venkatesan suggests that making changes that apply to developing economies like India require a paradigm shift which can then translate to many other developing markets or even undeveloped markets. A few years back, I helped a friend from India develop a training module for businesses wanting to begin in India. This book would have been most valuable in this effort as it really gives a clear picture of business opportunities and obstacles in India.
May 9, 2014
I wanted to read this for long time as it was mentioned in many places, the book was little costly for me to afford but I got a good deal in flipkart ebook so I immediately purchased it just based on the author's profile. As the title states this book is for anyone who is interested to do business in India, it need not be a big software or oil business be it a small service sector or shop this book will help you to understand indian market and difficulties one would face to start,survive and thrive a business in India.
Having zero knowledge in business or finance or corporate strategy the book made me understand how companies in India operate and what difficulties they face etc. The book with correct facts and quotes made me understand the real life scenario. One thing that was drag was the repeated mention of particular companies like Nokia, Microsoft,cummins,HUL,JCB the sample companies taken for case studies should have been more.
Overall I enjoyed the book every single word, as the tile goes you need to conquer in India to conquer other markets, the new motto should be "Win locally act globally"
Having zero knowledge in business or finance or corporate strategy the book made me understand how companies in India operate and what difficulties they face etc. The book with correct facts and quotes made me understand the real life scenario. One thing that was drag was the repeated mention of particular companies like Nokia, Microsoft,cummins,HUL,JCB the sample companies taken for case studies should have been more.
Overall I enjoyed the book every single word, as the tile goes you need to conquer in India to conquer other markets, the new motto should be "Win locally act globally"
November 27, 2018
Basic coverage on the culture and economy of India. Many insightful advices for good leadership and company's management, yet the book lack some convincing facts in winning the argument that by conquering India, you will win everywhere. Nevertheless, a good reference for anyone who wish to kick start their business in India.
August 12, 2013
Tackling conflict is India’s second nature. We are a mid income nation with highest educated working class and limitless ambitions. Before surrendering to the chaos, the book makes us delve deep into the core ingredients of the chaos and helps reengineer a survival strategy by a powerful message – Win in India to Win Everywhere.
“Winning in India becomes important not only because it is a major market but also because its unique combination of opportunities, diversity, and adversity is a catalyst for the development of powerful new capabilities that are critical for competing worldwide”.
Mr. Venkatesan who is acclaimed for steering leaderships gets an undivided attention for his remarkable insights on why a path breaking strategy with a bilateral mindset matters for getting a bigger bang for the buck especially in volatile markets like India.
This book particularly provides real time illustrations at a time when they matter most. Most Multinational organizations deal with an inability to commit long term capital given India’s encumbered regulations, exhaustive tax policies and ill bred corruption which hampers their ideologies in toto. According to Venkatesan the reason could also be engrained in their own internal culture and mindset at headquarters.
Most MNCs according to Mr Venkatesan look at the Indian business centres as a P&L account catering to the most affluent category which requires the least adaptation and investments in innovative operating models. These strategies lack dynamic flexible models that fall prey to the midway traps and remain irrelevant to the parent sitting in developed markets. Enter enriching examples of McDonalds, HUL and Cummins who have transformed their operating models significantly to contribute to the global revenues.
The process of reengineering is redefined when Venkatesan speaks of India as akin to a laboratory for developing products, business models, talent that will help companies survive in global markets. The key to success is Indian innovation with global capabilities in conjunction to utilizing the enormous distribution platform through successful partnerships. In following this process, the importance of hiring a impeccable board cannot be doubted.
This book is meant for every leader/employee/aspirer of a growing firm in India. If you are dealing with an American firm particularly at a mid management level, this book is the holy grail, if dealing with domestic corporate, you now have the winning guide to win elsewhere too.
“Winning in India becomes important not only because it is a major market but also because its unique combination of opportunities, diversity, and adversity is a catalyst for the development of powerful new capabilities that are critical for competing worldwide”.
Mr. Venkatesan who is acclaimed for steering leaderships gets an undivided attention for his remarkable insights on why a path breaking strategy with a bilateral mindset matters for getting a bigger bang for the buck especially in volatile markets like India.
This book particularly provides real time illustrations at a time when they matter most. Most Multinational organizations deal with an inability to commit long term capital given India’s encumbered regulations, exhaustive tax policies and ill bred corruption which hampers their ideologies in toto. According to Venkatesan the reason could also be engrained in their own internal culture and mindset at headquarters.
Most MNCs according to Mr Venkatesan look at the Indian business centres as a P&L account catering to the most affluent category which requires the least adaptation and investments in innovative operating models. These strategies lack dynamic flexible models that fall prey to the midway traps and remain irrelevant to the parent sitting in developed markets. Enter enriching examples of McDonalds, HUL and Cummins who have transformed their operating models significantly to contribute to the global revenues.
The process of reengineering is redefined when Venkatesan speaks of India as akin to a laboratory for developing products, business models, talent that will help companies survive in global markets. The key to success is Indian innovation with global capabilities in conjunction to utilizing the enormous distribution platform through successful partnerships. In following this process, the importance of hiring a impeccable board cannot be doubted.
This book is meant for every leader/employee/aspirer of a growing firm in India. If you are dealing with an American firm particularly at a mid management level, this book is the holy grail, if dealing with domestic corporate, you now have the winning guide to win elsewhere too.
July 22, 2018
Anyone planning to extend/running their multi national business in India should read this book first.
It provides a full list of all challenges to expect and also on why it is truly worth it considering the opportunity it provides to learn/win and extend to all other emerging markets. Contains aspects on the right leadership for India business, adopting innovations for India market, difference in what you miss in India just doing flying visits (reinforcing the need to truly spend time/understand the market wide/deep) and how winning in India can help winning everywhere.
It provides a full list of all challenges to expect and also on why it is truly worth it considering the opportunity it provides to learn/win and extend to all other emerging markets. Contains aspects on the right leadership for India business, adopting innovations for India market, difference in what you miss in India just doing flying visits (reinforcing the need to truly spend time/understand the market wide/deep) and how winning in India can help winning everywhere.
February 6, 2014
Outstanding book. I work for one of the companies that are referenced in the book and has struggled in India and the insight that Mr. Venkatesan offers would have really helped us in the early days.
He goes deeper than offering general platitudes about how India really operates to giving specific instructions on how to succeed there.
Highly recommend for anyone who works for a company that is currently doing business or thinking of doing business in India.
He goes deeper than offering general platitudes about how India really operates to giving specific instructions on how to succeed there.
Highly recommend for anyone who works for a company that is currently doing business or thinking of doing business in India.
January 20, 2016
The advance copy was impressive: Venkatesan ran Microsoft and Cummins in India, so he knows what's he talking about when he offers advice about running MNCs in emerging markets - and he communicates it in a crisp and direct way.
May 14, 2020
The book covers basic points about India which makes the country a good ground for innovations, kick start businesses etc. However, there has been a great shift from what India was from when this book was published in 2013. Though the book puts forward good points, none of them were strong enough in my opinion. Nonetheless, it was an interesting insights into the world of business, the chaos that is India.
December 13, 2019
I read this book in 2019, so felt the contents mentioned in the book a bit outdated
Also, the structure of the book is weak.
Mentioned a loosely bound concept, and appended it with a few examples with that concept; though those concepts cannot be appended to a larger set of companies
Also, the structure of the book is weak.
Mentioned a loosely bound concept, and appended it with a few examples with that concept; though those concepts cannot be appended to a larger set of companies
October 3, 2017
If you do business in India then you can do it anywhere. How system works in India and how it should be. its all about such things. satisficing.
May 26, 2019
Must read for anyone engaged in or impacted by business or corporates in India. The strengths, opportunities, weaknesses and threats are all well explained. Loads to learn from
June 18, 2019
If you working for a global company operating in India, then this book is really useful.
August 17, 2013
Disclaimer: I received this book from the publisher in a Goodreads giveaway on the premise that I would review it.
Chaos
This book is subtitled “win in India, win everywhere” and part of its message is that a multinational company that learns how to compete in India will be able to export that information to the global market. To be a bit more clear, this book is not about offshoring (moving your night customer service to India, say) or how Indian business people succeed in their own country. It’s aimed at executives whose multinational wants to do big business in India.
Mr. Venkatesan has experience in the field, having served as Chairman of both Cummins India and Microsoft India. He also interviewed a number of other executives, successful and not so successful, about their experiences in India.
I have to say I really like the cover, with its sunny colors. Overall, I’d say that the Harvard Business Review Press did a good job on the presentation, and since I don’t usually notice such things, that’s actual praise.
The book itself is a little dry and heavy on the business jargon; this is not a book for the layperson. (As it happens, I’m taking courses in Business Management, so the jargon is fresh in my mind.) Adjusting for that, the examples are interesting, both in the success stories and some of the failures.
The book covers a wide variety of subjects related to doing business in India, from making the right choice for country manager, through building an organization structure that works in the culture, to dealing with the endemic corruption and volatility of an emerging nation.
A fair amount of what the author suggests for success is obvious in hindsight–but in that position I would have had to figure it out by trial and error. The lessons this book has are most relevant to the India market, but can be adapted to any emerging nation. Even strictly local businessfolk should be able to find something they can apply to their situation.
There are notes and a good index at the back. In addition to executives who may be headed off to India or other emerging markets, I would recommend this book to business students looking for something a little different to read and possibly cite.
Add a star if you are one of these.
Chaos
This book is subtitled “win in India, win everywhere” and part of its message is that a multinational company that learns how to compete in India will be able to export that information to the global market. To be a bit more clear, this book is not about offshoring (moving your night customer service to India, say) or how Indian business people succeed in their own country. It’s aimed at executives whose multinational wants to do big business in India.
Mr. Venkatesan has experience in the field, having served as Chairman of both Cummins India and Microsoft India. He also interviewed a number of other executives, successful and not so successful, about their experiences in India.
I have to say I really like the cover, with its sunny colors. Overall, I’d say that the Harvard Business Review Press did a good job on the presentation, and since I don’t usually notice such things, that’s actual praise.
The book itself is a little dry and heavy on the business jargon; this is not a book for the layperson. (As it happens, I’m taking courses in Business Management, so the jargon is fresh in my mind.) Adjusting for that, the examples are interesting, both in the success stories and some of the failures.
The book covers a wide variety of subjects related to doing business in India, from making the right choice for country manager, through building an organization structure that works in the culture, to dealing with the endemic corruption and volatility of an emerging nation.
A fair amount of what the author suggests for success is obvious in hindsight–but in that position I would have had to figure it out by trial and error. The lessons this book has are most relevant to the India market, but can be adapted to any emerging nation. Even strictly local businessfolk should be able to find something they can apply to their situation.
There are notes and a good index at the back. In addition to executives who may be headed off to India or other emerging markets, I would recommend this book to business students looking for something a little different to read and possibly cite.
Add a star if you are one of these.
August 12, 2013
Pretty good book about the necessary mindset and corporate commitment needed to succeed in India (and ultimately in other emerging markets). The author has extensive experience building businesses in the local market, as well as excellent understanding of the "typical" multi-national company moving into this market. Case studies/examples could have gone a little bit more in-depth, as the book is a rather slight quick read.
Note-I received my copy as a giveaway from Goodreads.
Note-I received my copy as a giveaway from Goodreads.
July 30, 2013
Very interesting read. Was'nt sure about the content, at first, but
it was a page turner. Worth reading.
I got this book free from GoodReads.
it was a page turner. Worth reading.
I got this book free from GoodReads.
September 5, 2013
the book made me look at the present chaotic economy of India from a whole new angle.
And the best part, Mr Ravi wrote the book in such a Layman language that any tom dick & hary will get it.
And the best part, Mr Ravi wrote the book in such a Layman language that any tom dick & hary will get it.
March 1, 2014
The title promises one thing, but the book does not deliver on that promise.
Want to read
May 25, 2015tubel
February 16, 2017
Must read for doing business in India. Specially for top executives who have subsidiary in India or want to start subsidiary in India.
Read
October 4, 2017Insightful and realistic. Where there is a will there is a way. This book demonstrates how successful companies find a way to succeed when there is no way. Great insights on navigating businesses in chaotic environments of developing world.
Displaying 1 - 20 of 20 reviews