Exploding growth. 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 own in 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, including:
Looking beyond stockholders’ interests to public mission and national purpose ƒ ƒ
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 seeking to strengthen their organizations’ performance.
About the Author :
Peter Cappelli is the George W. Taylor Professor of Management and director of the Wharton Center for Human Resources.
Harbir Singh is the William and Phyllis Mack Professor of Management and co-director of the Mack Center for Technological Innovation at the Wharton School.
Jitendra Singh is the Saul P. Steinberg Professor of Management at the Wharton School.
Michael Useem is the William and Jacalyn Egan Professor of Management and director of the Wharton Center for Leadership and Change Management.
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