Nifty99000 100%

Sensex99000 100%

Article rating: 3.7
Article rating: 5.0
Article rating: 4.0
Article rating: No rating
Article rating: 1.5
Article rating: No rating
Article rating: No rating
Article rating: No rating
Article rating: No rating
Article rating: No rating
Article rating: No rating
Article rating: No rating
Article rating: 4.7
Article rating: 4.0
Article rating: 4.2
Article rating: No rating


What Makes The Made-In-India Mangers Tick?

Author: PTI/Wednesday, November 21, 2018/Categories: Global

What Makes The Made-In-India Mangers Tick?

New Delhi - With the success of Satya Nadella at Microsoft, Sundar Pichai at Google, Indira Nooyi at Pepsi and others of their ilk, stories of Indian managers making it big overseas is now less surprising news for people back in India.

But, ask the question what makes the Indian professionals such a hit worldwide and one may have to keep waiting for an affirmative answer.

Answering the question, while making a worthy attempt to crack the illusive code, is a new book, aptly titled “The Made-in-India Manager”.

The definition of ‘made-in-India’ manager here is those who have “received their foundational education and degrees in India till the age of 18 and little later”. It does not include people of Indian-origin, born and raised abroad.

Written by two business experts, R Gopalakrishnan and Ranjan Banerjee, the book speaks about the “unique combination” of factors that led to Indian management thought and practises becoming a "soft power".

There are more Indian CEOs than any other nationality after Americans in S&P 500 companies, finds a study by executive search firm Egon Zehnder, quotes the book.

“Poverty and living in cramped spaces occurs in San Salvador and Egypt as well. Family values and the pursuit of a better standard of living is a recurrent theme in every society. But the combination of challenges in India is quite distinctive.

“Navigating those challenges while growing up endows distinctive capabilities in made-in-Indian managers," write the authors.

Delving into it further, the book explains the four secret ingredients of Indian-born managers including their “felicity with the English language”, “surviving in a hyper-competitive environment" and "developing a high degree of adaptability".

“The propensity that Indians have for hard work has been (sometimes grudgingly) acknowledged by employers the world over.

“Explaining how Gujarati merchants managed to capture 70 per cent of the diamond trade in Antwerp, Abraham Pinkusewitz, the head of a diamond-trading family business in Europe, commented, 'Business has always been important for the jews but we cannot pursue it with the single-mindedness of the Indians'," said the author quoting an article of an Indian business daily. 

Talking of Indians “growing up in a crushingly competitive environment", the book gives the example of the cutting-edge competition in Indian institutes and how only "2 per cent" of the students who apply to the Indian Institutes of Technology (IIT) get admission in them.

"NR Narayana Murthy famously told CBS News in 2003 that his son could not get into IIT but went on to study at Cornell, a renowned college in the US. This has positioned the IITs as genius factories, a perception promoted assiduously by IIT alumni,” the author writes. 

Besides, the book also goes into the history of Indian appointed CEOs, and acquaints the readers with the trailblazers in the field.

“In 1959, JM Lall was the first Indian to be appointed chief executive of ICI UK. Soon after, in 1961, Unilever appointed Prakash Tandon chairman of HLL. Imperial Tobacco UK appointed Ajit Haksar chairman of ITC India in 1969.

“Following the phase, made-in-India managers started to get appointed to top level positions in parent companies. T Thomas, chairman of HLL, joined the Unilever board in 1979... Rajat Gupta was appointed managing director of McKinsey in 1994,” the book quotes.

Print Rate this article:
No rating

Number of views (349)/Comments (0)

rajyashree guha


Other posts by PTI
Contact author

Leave a comment

Add comment



Ask the Finapolis.

I'm not a robot
Dharmendra Satpathy
Col. Sanjeev Govila (retd)
Hum Fauji Investments
The Finapolis' expert answers your queries on investments, taxation and personal finance. Want advice? Submit your Question above
Want to Invest



The technical studies / analysis discussed here can be at odds with our fundamental views / analysis. The information and views presented in this report are prepared by Karvy Consultants Limited. The information contained herein is based on our analysis and upon sources that we consider reliable. We, however, do not vouch for the accuracy or the completeness thereof. This material is for personal information and we are not responsible for any loss incurred based upon it. The investments discussed or recommended in this report may not be suitable for all investors. Investors must make their own investment decisions based on their specific investment objectives and financial position and using such independent advice, as they believe necessary. While acting upon any information or analysis mentioned in this report, investors may please note that neither Karvy nor Karvy Consultants nor any person connected with any associate companies of Karvy accepts any liability arising from the use of this information and views mentioned in this document. The author, directors and other employees of Karvy and its affiliates may hold long or short positions in the above mentioned companies from time to time. Every employee of Karvy and its associate companies is required to disclose his/her individual stock holdings and details of trades, if any, that they undertake. The team rendering corporate analysis and investment recommendations are restricted in purchasing/selling of shares or other securities till such a time this recommendation has either been displayed or has been forwarded to clients of Karvy. All employees are further restricted to place orders only through Karvy Consultants Ltd. This report is intended for a restricted audience and we are not soliciting any action based on it. Neither the information nor any opinion expressed herein constitutes an offer or an invitation to make an offer, to buy or sell any securities, or any options, futures or other derivatives related to such securities.

Subscribe For Free

Get the e-paper free