India''s executives are changing the global economic axis: Boyden Corp
09 October 2007
"The appeal of the Indian executive has moved to a higher level and it''s no longer just about cost advantage," said Chris Clarke, president and CEO of Boyden World Corporation. "Their education, business acumen and the rise in the quality of Indian management are impressive. Today multinationals seeking to recruit Indian executives face a new challenge in that it''s not a foregone conclusion that they will leap at an offer outside India."
The new report on Indian management, The Boyden Report: The Sun Rises on the Indian Executive focuses on talent issues in emerging markets, and it examines four groups of Indian executives and non-resident Indians driving indigenous and global growth:
The
first generation entrepreneur
The first generation entrepreneur typically
starts from a strong family and a solid education. They represent some of the
best "home grown" executive talent having developed their skills in
India rather than by studying abroad. The rise of graduates from Indian business
schools such as the Indian Institute of Technology and the Institutes of Management
have swelled the ranks of entrepreneurs.
The
family entrepreneur
The second group encompasses those that have inherited
a company. In India, where in the days before privatisation, many major firms
were state-owned but family-run, where many successful executives grew up watching
family members at work. Now, inherited private businesses benefit from a new generation
of executives from these family-owned businesses.
The
''corporate crossover''
The third group of Indian entrepreneurs is the "corporate
crossovers." Typically, these entrepreneurs have worked outside mainstream
corporate India until recently. Many gained an MBA or other post-graduate qualifications
from prominent international business schools and worked for multinationals in
the UK or the US. Now they are returning to India with invaluable international
experience as well as an ability to help non-Indian businesses to navigate the
complex Indian business environment.
The
intrapreneur
The fourth group comprises the Indian intrapreneurs. Individually
they achieve what many US and European firms wish to develop in their own executives
- an ability to take advantage of commercial opportunities as an entrepreneur
would, but to leverage the resources of an established firm at the same time.