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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 ***anizational 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 innovati*** work within Indian

companies, identifying those likely to remain indigenous and those

that can be adapted to the Western context.

With its in-depth ***ysis and research, The India Way offers

valuable insights for all managers seeking to strengthen their

***anization's performance.

1   Indian Business Rising

　The Contemporary Indian Way of Conducting Business

2  The Way to the India Way

　Economic Reforms Drive Development of New Capabilities

3  Managing People

　Holistic Engagement of Employees

4  Leading the Enterprise

　Improvisation and Adaptability

5  Competitive Advantage

　Defivering the Creative Value Proposition

6  Company Governance

　Fulfilling Broad Mission and Purpose

7  Learning from the India Way

　Redefining Business Leadership

Appendix A: Growth of the India Way

Appendix B: Indian Business Leader Interviews and Survey

Appendix C." Cultural Roots of the India Way

Notes

Bibliography

Acknowledgments

Index

About the Authors

Peter Cappelli is the Ge***e 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.

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书籍介绍

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 ***anizational 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 innovati*** work within Indian companies, identifying those likely to remain indigenous and those that can be adapted to the Western context.

With its in-depth ***ysis and research, The India Way offers valuable insights for all managers seeking to strengthen their ***anization's performance.