The India Way: How India's Top Business Leaders Are Revolutionizing Management

by Peter Cappelli, Harbir Singh, Jitendra Singh

Exploding growth. Soaring investment. Incoming talent waves. India's top companies are scoring remarkable successes on these fronts - and more.

How? Instead of adopting management practices that dominate Western businesses, they're applying fresh practices of their ownin strategy, leadership, talent, and organizational culture.

In The India Way, the Wharton School India Team unveils these companies' secrets. Drawing on interviews with leaders of India's largest firms - including Mukesh Ambani of Reliance Industries, Narayana Murthy of Infosys Technologies, and Vineet Nayar of HCL Technologies - the authors identify what Indian managers do differently,

Looking beyond stockholders' interests to public mission and national purpose
Drawing on improvisation, adaptation, and resilience to overcome endless hurdles

Identifying products and services of compelling value to customers

Investing in talent and building a stirring culture

The authors explain how these innovations work within Indian companies, identifying those likely to remain indigenous and those that can be adapted to the Western context.

With its in-depth analysis and research, The India Way offers valuable insights for all managers seeking to strengthen their organization's performance.

Genres: Business, India, Nonfiction

336 pages, Hardcover

First published March 16, 2010

About the author

George W. Taylor Professor of Management Director of the Center for Human Resources

Reviews

[E]

Compelling case for Indian management style

India’s economic boom in the past 20 years has left many other nations enviously eyeing it as a new, forceful competitor. With growth rates greater than those of most developed countries, India has become a world-class industrial player, and its business leaders have become the “rock stars” of its industrial development. How did a country with few natural resources, a vastly diverse population and stifling bureaucracy do so well in such a short time? And what lessons can India teach the rest of the business world? Wharton School professors Peter Cappelli, Harbir Singh, Jitendra Singh and Michael Useem explore the drivers of India’s explosive growth. Their conclusions – after interviewing more than 100 senior executives from among the nation’s 150 largest companies – are that several of India’s success factors, despite being tempered in conditions specific to that country, can form the foundation of a new business model for the developed world. The authors offer compelling case studies and well-researched profiles of companies and entrepreneurs who are taking on the challenges of building their businesses and assuming leadership roles in India’s political life. If you wonder how global businesses will adapt in the 21st century, getAbstract proposes that this book is vital to your understanding of a new way forward.

[Dewashish Sahu]

I loved the sentence "Anything that can be measured can be managed" - It subtly describes the way India's jugaad philosophy works and thrives in uncertain environment.

[Warren]

Indian business rising: the contemporary Indian way of conducting business
The way to the India way: economic reform drive development of new capabilities
Managing people: holistic engagement of employees
Leading the enterprise: improvisation and adaptability
Competitive advantage: delivering the creative value proposition
Company governance: fulfilling broad mission and purpose
Learning from the India way: redefining business leadership.

[Douglas Silva]

Esse livro é resultado de uma série de pesquisas acadêmicas. Tem a precisão do rigor científico e a honestidade das limitações descritas pelos autores. O tal modelo indiano foi muito bem construído, a ponto inclusive de se discutir sua aplicabilidade fora da Índia 🇮🇳. Vale a leitura.