Learning from the India Way: Redefining Business Leadership

By: Peter Cappelli and Michael Useem and Jitendra V. Singh and Harbir Singh

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Synopsis: The roaring success of Indian business in the last two decades points the world toward a different enterprise model than the one widely practiced in the U.S., with its emphasis on financial goals and shareholder value. Indeed, the global economic crisis of 2008-2009-widely viewed as being triggered by American excesses-has rekindled the debate about the proper role of personal gain and shareholder value in business affairs. In this chapter, authors Peter Cappelli, Harbir Singh, Jitendra Singh, and Michael Useem show how the India Way of conducting business presents a compelling alternative to the U.S. model. But is the India Way adaptable to other cultures and economies, or is it simply the product of India's unique economic and cultural landscape? In a refreshingly candid style, the authors explore both sides of this question. Ultimately, though, readers must decide for themselves which aspects of the India Way will prove most beneficial to their own operations. This chapter was originally published as Chapter 7 of The India Way: How India's Top Business Leaders Are Revolutionizing Management.