India: MNC strategies for growth and innovation

Abstract

Purpose

Companies with global ambitions need to pay close attention to how innovation is achieved in India. In particular, corporate leaders still have much to learn about how this economic powerhouse is likely to develop in the coming decades and what strategy and innovation plays are most likely to be successful.

Design/methodology/approach

This “Masterclass” examines the lessons from three important recent books that offer valuable insights on how Indian businesses are addressing the innovation challenge: Conquering the Chaos by Ravi Venkatesan, former Chairman of Cummins India and Microsoft India, identifies the leadership blueprint for creating most value in this and similar emerging “VUCCA” markets. India Inside by Nirmalya Kumar and Phanish Puranam discovers a significant opportunity and challenge – India's rapid emergence as a global hub of innovation. Reverse Innovation by Vijay Govindarajan and Chris Trimble presents an alternative strategy to “glocalization” as a more promising way to drive global growth, using emerging markets like India as the innovation platform.

Findings

The article looks at why only 25 to 30 of the more than 1,300 major multinationals currently operating in India have made it into the “high-growth trajectory, market leadership” category within that country.

Practical implications

Every company with global ambitions would now be well advised to make to make innovation in India central to their own ambitions, so that they might become the global disruptors of the future not the victims.

Originality/value

While most of today's multinational CEOs see pursuing significant market participation in China as a “no-brainer,” rising, or failing to rise, to the challenge of India, with at least as much urgency and commitment, may turn out to be their most “defining” strategic legacy.

Citation

Leavy, B. (2014), "India: MNC strategies for growth and innovation", Strategy & Leadership, Vol. 42 No. 2, pp. 30-39. https://doi.org/10.1108/SL-01-2014-0002