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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, including:
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.
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, including:
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.
Price: $35.00
Pages: 336
Publisher: Harvard Business Review Press
Imprint: Harvard Business Review Press
Publication Date:
16 March 2010
Trim Size: 9.25 X 6.13 in
ISBN: 9781422147597
Format: Hardcover
BISACs:
BUSINESS & ECONOMICS / Management, BUSINESS & ECONOMICS / Leadership, BUSINESS & ECONOMICS / Workplace Culture
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 Codirector 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.
CONTENTS
1: Indian Business Rising
2: The Way to the India Way
3. Managing People: The Essential Asset
4. Leading the Enterprise: Vision, Trial and Error, Adaptability
5. Competitive Advantage: Strategy and Organization
6. Company Governance: Rules Based and Values Based
7. The Transcendent Path: Leading the Mission-Driven Enterprise
Interviews and Surveys
1: Indian Business Rising
2: The Way to the India Way
3. Managing People: The Essential Asset
4. Leading the Enterprise: Vision, Trial and Error, Adaptability
5. Competitive Advantage: Strategy and Organization
6. Company Governance: Rules Based and Values Based
7. The Transcendent Path: Leading the Mission-Driven Enterprise
Interviews and Surveys