Heidrick & Struggles
convened two CEO roundtables in India, one
in New Delhi and one in Mumbai. The purpose
of the two events was to bring together some
40 leading company CEOs and top executives,
both Indian and foreign, to gain an insight of emerging market challenges
In the outsourcing territory, research and development (R&D) is considered the final frontier. That’s because R&D is seen as a source of...innovation – the mother of competitiveness, which is to be protected at any cost. As we all well know, from our business studies text books, core activities should never be outsourced.
Willard John Thomas Associates has launched WJT Global Solutions to provide financial technology consulting services globally with offices in the US, India, Chile, and China. The new division will focus on areas like electronic trading, data management, and portfolio reporting. WJT Global Solutions aims to deliver complex financial technology solutions through its global team of consultants while maintaining a boutique experience.
Leadership Driving Growth & Managing Talent in SMEsHay Group India
The document discusses leadership challenges for small and medium enterprises (SMEs) in India. It covers three key points: 1) SME characteristics in India and common talent challenges, such as a lack of formal talent management systems. 2) Specific talent issues SMEs face, including developing managers and succession planning. 3) Factors for SME leaders to consider when professionalizing, such as ensuring new professionals uphold company values. The document also summarizes research on different leadership styles and their impact on organizational climate. Effective leadership requires adapting styles appropriately and developing a strong leadership pipeline.
My project venture-capital-industry-in-indiapalpreeti
This document provides a project report on venture capital industry in India. It includes an executive summary outlining the various aspects covered in the report such as what venture capital is, its process, major players in India, contributors to the industry and their investments. It also discusses problems faced and measures to address them. The report analyses the current scenario of venture capital funds in India and the regulations governing them.
D2 Capital Partners: Capital Markets InternshipIan Nguyen
The document summarizes the D2C Capital Markets Internship Program. The 12-week intensive program provides extensive in-class training on technical skills and hands-on experience completing real assignments on complex capital market transactions. The goal is to immerse candidates in international capital markets and provide a foundation for success in capital markets careers.
Riskpro India Ventures provides integrated risk management consulting services to mid-large sized companies in India. It has offices in Delhi, Mumbai, and Bangalore, and alliances in other cities, managed by experienced professionals. Its services include feasibility studies, regulatory compliance, taxation advice, and strategy for foreign companies entering and expanding in India. It assists with market research, competitive analysis, legal entity setup, and risk assessment to help clients successfully establish operations.
Riskpro India Ventures provides integrated risk management consulting services to mid-large sized companies in India. It has offices in major cities like Delhi, Mumbai, and Bangalore. Riskpro helps foreign companies enter and establish operations in India through services like feasibility studies, regulatory compliance advice, and developing entry strategies. It assists with evaluating options for corporate structure, financing, and implementing plans to successfully set up and grow businesses in India.
Private Equity and Venture Capital in IndiaPramod Jadhav
The document provides an overview of private equity and venture capital in India. It discusses the history of venture capital in India dating back to the early 1970s. It also outlines the growth of the venture capital industry in India, including key developments such as the establishment of guidelines to regulate the industry in 1996 and the focus on the IT sector after the 1997 IT boom. More recently, the recession during 1999-2001 impacted the venture capital industry in India.
In the outsourcing territory, research and development (R&D) is considered the final frontier. That’s because R&D is seen as a source of...innovation – the mother of competitiveness, which is to be protected at any cost. As we all well know, from our business studies text books, core activities should never be outsourced.
Willard John Thomas Associates has launched WJT Global Solutions to provide financial technology consulting services globally with offices in the US, India, Chile, and China. The new division will focus on areas like electronic trading, data management, and portfolio reporting. WJT Global Solutions aims to deliver complex financial technology solutions through its global team of consultants while maintaining a boutique experience.
Leadership Driving Growth & Managing Talent in SMEsHay Group India
The document discusses leadership challenges for small and medium enterprises (SMEs) in India. It covers three key points: 1) SME characteristics in India and common talent challenges, such as a lack of formal talent management systems. 2) Specific talent issues SMEs face, including developing managers and succession planning. 3) Factors for SME leaders to consider when professionalizing, such as ensuring new professionals uphold company values. The document also summarizes research on different leadership styles and their impact on organizational climate. Effective leadership requires adapting styles appropriately and developing a strong leadership pipeline.
My project venture-capital-industry-in-indiapalpreeti
This document provides a project report on venture capital industry in India. It includes an executive summary outlining the various aspects covered in the report such as what venture capital is, its process, major players in India, contributors to the industry and their investments. It also discusses problems faced and measures to address them. The report analyses the current scenario of venture capital funds in India and the regulations governing them.
D2 Capital Partners: Capital Markets InternshipIan Nguyen
The document summarizes the D2C Capital Markets Internship Program. The 12-week intensive program provides extensive in-class training on technical skills and hands-on experience completing real assignments on complex capital market transactions. The goal is to immerse candidates in international capital markets and provide a foundation for success in capital markets careers.
Riskpro India Ventures provides integrated risk management consulting services to mid-large sized companies in India. It has offices in Delhi, Mumbai, and Bangalore, and alliances in other cities, managed by experienced professionals. Its services include feasibility studies, regulatory compliance, taxation advice, and strategy for foreign companies entering and expanding in India. It assists with market research, competitive analysis, legal entity setup, and risk assessment to help clients successfully establish operations.
Riskpro India Ventures provides integrated risk management consulting services to mid-large sized companies in India. It has offices in major cities like Delhi, Mumbai, and Bangalore. Riskpro helps foreign companies enter and establish operations in India through services like feasibility studies, regulatory compliance advice, and developing entry strategies. It assists with evaluating options for corporate structure, financing, and implementing plans to successfully set up and grow businesses in India.
Private Equity and Venture Capital in IndiaPramod Jadhav
The document provides an overview of private equity and venture capital in India. It discusses the history of venture capital in India dating back to the early 1970s. It also outlines the growth of the venture capital industry in India, including key developments such as the establishment of guidelines to regulate the industry in 1996 and the focus on the IT sector after the 1997 IT boom. More recently, the recession during 1999-2001 impacted the venture capital industry in India.
Cybage team renegade (mica-ii)_3rd_nov_2012team_renegade
Team Renegade presents a case study on Cybage, an Indian IT services company. Cybage is ranked among the top outsourcing providers and innovators in the industry. The study describes Cybage's operations, secondary research on the growing IT services sector in India, and lessons learned from primary research at Cybage including a focus on customers and modesty. Key recommendations are for Cybage to expand into mobile, localization, and social aspects of IT.
The document summarizes the growth of the venture capital industry in India over four phases:
Phase 1 (1972-1988) saw the establishment of early venture capital funds but the industry remained underdeveloped due to a lack of private sector involvement and policy support.
Phase 2 (1988-1995) saw increased foreign investment and the establishment of regulations, but growth was still slow.
Phase 3 (1995-2003) saw more successful India-focused venture capital firms emerge but investment declined after the dot-com crash until renewed in 2004.
Phase 4 (2004-2009) saw global firms and private equity actively investing across sectors in India, with most deals in later growth stages, as the venture capital industry mature
This is my report on IC of cities with recommendations to the European Commission on how to proceed. Participating cities were Donostia-San Sebastian, Sevilla, Dos Hermanas and Donegal, Ireland. To much effort has been given to build tangible assets like highways and ITK. However, the intangible assets, like people and the "way-of-work" has been neglected. This should be considered in the next steps in order to achieve our Lisbon goals to become the leading region in the world when it comes to wealth and innovation.
In this its 37th year, we look at the medium term outlook for the industry as a whole, key industry, sector, and regional developments, as well as developments on the international stage. We are happy to report some initial signs of stabilisation in the industry but also demonstrate that the industry is operating at wholly unsustainable levels in terms of output
How Skills Gaps Impact Firm Performance In The Arab WorldWesley Schwalje
In the Arab World there is a poor match between regional human capital and the skills demanded by employers with many firms expressing concern that they face internal employee skills deficiencies that limit performance, a phenomenon that has been popularly labeled as a “skills gap.” Many countries in the Arab World rank amongst the countries facing the most severe skills gaps in the world. While several surveys in the Arab World have identified soft skills and more basic employability skills lacking in the workforce, there is a large empirical absence, both globally and in the Arab World, of studies regarding the impact of skills gaps on firm-level performance. This analysis will attempt to apply empirically driven international research to the case of the Arab World to determine the operational impacts of skills gaps on Arab companies. With the belief that companies and governments require more rigorous empirical evidence to translate management research into practices that solve organizational problems, the paper will conclude with suggestions on proactive strategies to close labor skills gaps to increase the competitiveness of key industries which face skills gaps.
The document discusses the evolution of innovation models from closed to open. It explains that in the past, companies relied solely on internal research and development, but that open innovation has become more important. Open innovation involves collaborating with external partners such as suppliers, customers, universities and more. This allows companies to access a wider range of ideas and expertise beyond their own walls. Some challenges of open innovation mentioned include changing company culture, managing partnerships and intellectual property issues. Overall open innovation is seen as key to innovation in many industries like food and drink where collaborations with suppliers, customers and consumers dominate the ecosystem.
In their relatively short history, Indian captives — foreign-owned operational units — have experienced a mixed record of success and failure. A new set of studies by ISG finds that both legacy and new captives are embracing emerging business models aimed at unlocking previously untapped business value. We call this trend “Captive 2.0.”
Strengthening Indian Risk Capital Eco-systemsoumitrasharma
The document discusses strengthening India's risk capital ecosystem by expanding venture capital (VC) and angel investing. It argues that VC and angel investors play important roles in funding startups and helping them scale. While India has made progress, the VC/angel market still lags global benchmarks. The author proposes recommendations to catalyze the domestic risk capital ecosystem, including: 1) encouraging simultaneous development of technology domains, 2) attracting more global VC firms to India, and 3) unlocking domestic rupee-denominated risk capital from sources like banks and pension funds. Overall the recommendations aim to fuel more startups and make India a leading hub for technology investment.
Columbia Presentation On India Virtus Global Partnersguest8ef478
The document discusses India's position in the global economy and opportunities for investment. It notes that while India's growth will slow in the short term due to the global financial crisis, it will emerge as one of the strongest economies in the long term due to favorable demographics and a service-led economy. The document analyzes key industry sectors and strategic considerations for doing business in India. It highlights India's potential for strong long-term growth but also challenges such as improving governance and increasing infrastructure.
This chapter discusses the benefits that multinational corporations can gain from direct foreign investment. It describes common motives for MNCs to engage in DFI, including seeking new sources of demand, entering profitable markets, exploiting monopolistic advantages, reacting to trade restrictions, and diversifying internationally. The chapter also explains cost-related motives such as fully benefiting from economies of scale, using lower-cost foreign factors of production like labor and materials, and reacting to exchange rate movements. Finally, it compares the potential benefits of DFI across different countries.
Global mobility map, download to http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/global-mobility-map.jhtml?WT.mc_id=webtile_04-2010_pwccom-sitewide-promo_gx-mobility
By 2020, global talent mobility will significantly increase due to growing emerging markets and global connectivity. Demand for international assignments will rise 50% by 2020 as companies seek to deploy talent worldwide. Mobility patterns will shift as emerging markets become talent sources and destinations within their own regions. Changing demographics like retiring baby boomers and rising millennials will require new global talent strategies that make greater use of short-term assignments, virtual tools, and accommodate different generations' needs. Regulations and technologies will also need to evolve to support increased cross-border movement of people for business.
Driessen engaged Kees de Ruiter to manage its Thailand operations on an interim basis for 3 months, later extended to 3 years. When de Ruiter began, operations were suboptimal with improvised manufacturing and management. De Ruiter professionalized operations, improved culture, problem-solving, and teamwork based on Thai values. Structural and operational improvements increased capacity and quality, resulting in awards and enhanced reputation for Driessen in Thailand.
The document provides an overview of the Indian mutual fund industry in 2009, including its current state, key challenges, customer perspectives, and future outlook. It finds that while the industry has grown rapidly in recent years, profitability has not kept pace. Low customer awareness and financial literacy pose significant challenges. Going forward, the industry will need to focus on product innovation, deeper retail penetration, and building customer trust to achieve sustained growth.
Maldives India Trade & Investment Promotion GroupIndia Advisors
The Maldives-India Trade & Investment Promotion Group (MITIPG) will be an international organization focused on promoting trade and investment between India and Maldives. MITIPG will provide various services like facilitating international trade, promoting foreign investment, and advising on investments to over 40,000 members without charges apart from initial fees. MITIPG aims to be self-sustaining over the long term by earning success fees. It will include a wide range of stakeholders from governments to businesses and experts from both countries.
1) Infrastructure investment is key to driving economic growth in India. It not only improves productivity but also the marginal productivity of land, labor, and capital.
2) India needs to significantly scale up infrastructure investment to sustain high growth. The 12th five-year plan projects doubling infrastructure investment to $1025 billion, or 9.9% of GDP.
3) Financing this investment will require larger public sector outlays coupled with disproportionately higher private investment, which will need to increase to 50% by the 12th plan. Both domestic and international financial institutions must play a role in funding infrastructure.
DLF is India's largest real estate company with a vision to become the world's most valuable real estate company. It operates across six business lines - development, annuity, hotels, and others. The real estate industry in India is highly attractive due to strong growth and profitability. DLF has strong brand value and access to finance, though its distribution network and R&D performance could be improved. As a leader in a growing industry, DLF's strategy is to seek dominance, grow, maximize investment, and defend its position while identifying and building upon strengths and weaknesses.
The television industry is undergoing major disruption as the TV screen takes on new capabilities. As the TV becomes more connected to the internet and content becomes more personalized and on-demand, control is shifting from media companies to consumers. This will change how content is created, financed, and delivered. It will also increase competition for traditional cable companies from new entrants. In the future, consumers will be able to access vast libraries of interactive content through their TVs and share content more easily. Both media companies and new players will need to adapt to remain relevant in this new environment.
Moldova India Trade & Investment Promotion GroupIndia Advisors
The Moldova-India Trade & Investment Promotion Group (MITIPG) will be an international organization focused on promoting trade and investment between India and Moldova. MITIPG will provide various services to its estimated 40,000 members without charges apart from initial fees. It will initially be funded by sponsors and patrons but will become self-sustaining over time by earning success fees. MITIPG will have a wide range of stakeholders and will facilitate international trade, foreign investment, advisory services, research, and events between the two countries.
Cybage team renegade (mica-ii)_3rd_nov_2012team_renegade
Team Renegade presents a case study on Cybage, an Indian IT services company. Cybage is ranked among the top outsourcing providers and innovators in the industry. The study describes Cybage's operations, secondary research on the growing IT services sector in India, and lessons learned from primary research at Cybage including a focus on customers and modesty. Key recommendations are for Cybage to expand into mobile, localization, and social aspects of IT.
The document summarizes the growth of the venture capital industry in India over four phases:
Phase 1 (1972-1988) saw the establishment of early venture capital funds but the industry remained underdeveloped due to a lack of private sector involvement and policy support.
Phase 2 (1988-1995) saw increased foreign investment and the establishment of regulations, but growth was still slow.
Phase 3 (1995-2003) saw more successful India-focused venture capital firms emerge but investment declined after the dot-com crash until renewed in 2004.
Phase 4 (2004-2009) saw global firms and private equity actively investing across sectors in India, with most deals in later growth stages, as the venture capital industry mature
This is my report on IC of cities with recommendations to the European Commission on how to proceed. Participating cities were Donostia-San Sebastian, Sevilla, Dos Hermanas and Donegal, Ireland. To much effort has been given to build tangible assets like highways and ITK. However, the intangible assets, like people and the "way-of-work" has been neglected. This should be considered in the next steps in order to achieve our Lisbon goals to become the leading region in the world when it comes to wealth and innovation.
In this its 37th year, we look at the medium term outlook for the industry as a whole, key industry, sector, and regional developments, as well as developments on the international stage. We are happy to report some initial signs of stabilisation in the industry but also demonstrate that the industry is operating at wholly unsustainable levels in terms of output
How Skills Gaps Impact Firm Performance In The Arab WorldWesley Schwalje
In the Arab World there is a poor match between regional human capital and the skills demanded by employers with many firms expressing concern that they face internal employee skills deficiencies that limit performance, a phenomenon that has been popularly labeled as a “skills gap.” Many countries in the Arab World rank amongst the countries facing the most severe skills gaps in the world. While several surveys in the Arab World have identified soft skills and more basic employability skills lacking in the workforce, there is a large empirical absence, both globally and in the Arab World, of studies regarding the impact of skills gaps on firm-level performance. This analysis will attempt to apply empirically driven international research to the case of the Arab World to determine the operational impacts of skills gaps on Arab companies. With the belief that companies and governments require more rigorous empirical evidence to translate management research into practices that solve organizational problems, the paper will conclude with suggestions on proactive strategies to close labor skills gaps to increase the competitiveness of key industries which face skills gaps.
The document discusses the evolution of innovation models from closed to open. It explains that in the past, companies relied solely on internal research and development, but that open innovation has become more important. Open innovation involves collaborating with external partners such as suppliers, customers, universities and more. This allows companies to access a wider range of ideas and expertise beyond their own walls. Some challenges of open innovation mentioned include changing company culture, managing partnerships and intellectual property issues. Overall open innovation is seen as key to innovation in many industries like food and drink where collaborations with suppliers, customers and consumers dominate the ecosystem.
In their relatively short history, Indian captives — foreign-owned operational units — have experienced a mixed record of success and failure. A new set of studies by ISG finds that both legacy and new captives are embracing emerging business models aimed at unlocking previously untapped business value. We call this trend “Captive 2.0.”
Strengthening Indian Risk Capital Eco-systemsoumitrasharma
The document discusses strengthening India's risk capital ecosystem by expanding venture capital (VC) and angel investing. It argues that VC and angel investors play important roles in funding startups and helping them scale. While India has made progress, the VC/angel market still lags global benchmarks. The author proposes recommendations to catalyze the domestic risk capital ecosystem, including: 1) encouraging simultaneous development of technology domains, 2) attracting more global VC firms to India, and 3) unlocking domestic rupee-denominated risk capital from sources like banks and pension funds. Overall the recommendations aim to fuel more startups and make India a leading hub for technology investment.
Columbia Presentation On India Virtus Global Partnersguest8ef478
The document discusses India's position in the global economy and opportunities for investment. It notes that while India's growth will slow in the short term due to the global financial crisis, it will emerge as one of the strongest economies in the long term due to favorable demographics and a service-led economy. The document analyzes key industry sectors and strategic considerations for doing business in India. It highlights India's potential for strong long-term growth but also challenges such as improving governance and increasing infrastructure.
This chapter discusses the benefits that multinational corporations can gain from direct foreign investment. It describes common motives for MNCs to engage in DFI, including seeking new sources of demand, entering profitable markets, exploiting monopolistic advantages, reacting to trade restrictions, and diversifying internationally. The chapter also explains cost-related motives such as fully benefiting from economies of scale, using lower-cost foreign factors of production like labor and materials, and reacting to exchange rate movements. Finally, it compares the potential benefits of DFI across different countries.
Global mobility map, download to http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/global-mobility-map.jhtml?WT.mc_id=webtile_04-2010_pwccom-sitewide-promo_gx-mobility
By 2020, global talent mobility will significantly increase due to growing emerging markets and global connectivity. Demand for international assignments will rise 50% by 2020 as companies seek to deploy talent worldwide. Mobility patterns will shift as emerging markets become talent sources and destinations within their own regions. Changing demographics like retiring baby boomers and rising millennials will require new global talent strategies that make greater use of short-term assignments, virtual tools, and accommodate different generations' needs. Regulations and technologies will also need to evolve to support increased cross-border movement of people for business.
Driessen engaged Kees de Ruiter to manage its Thailand operations on an interim basis for 3 months, later extended to 3 years. When de Ruiter began, operations were suboptimal with improvised manufacturing and management. De Ruiter professionalized operations, improved culture, problem-solving, and teamwork based on Thai values. Structural and operational improvements increased capacity and quality, resulting in awards and enhanced reputation for Driessen in Thailand.
The document provides an overview of the Indian mutual fund industry in 2009, including its current state, key challenges, customer perspectives, and future outlook. It finds that while the industry has grown rapidly in recent years, profitability has not kept pace. Low customer awareness and financial literacy pose significant challenges. Going forward, the industry will need to focus on product innovation, deeper retail penetration, and building customer trust to achieve sustained growth.
Maldives India Trade & Investment Promotion GroupIndia Advisors
The Maldives-India Trade & Investment Promotion Group (MITIPG) will be an international organization focused on promoting trade and investment between India and Maldives. MITIPG will provide various services like facilitating international trade, promoting foreign investment, and advising on investments to over 40,000 members without charges apart from initial fees. MITIPG aims to be self-sustaining over the long term by earning success fees. It will include a wide range of stakeholders from governments to businesses and experts from both countries.
1) Infrastructure investment is key to driving economic growth in India. It not only improves productivity but also the marginal productivity of land, labor, and capital.
2) India needs to significantly scale up infrastructure investment to sustain high growth. The 12th five-year plan projects doubling infrastructure investment to $1025 billion, or 9.9% of GDP.
3) Financing this investment will require larger public sector outlays coupled with disproportionately higher private investment, which will need to increase to 50% by the 12th plan. Both domestic and international financial institutions must play a role in funding infrastructure.
DLF is India's largest real estate company with a vision to become the world's most valuable real estate company. It operates across six business lines - development, annuity, hotels, and others. The real estate industry in India is highly attractive due to strong growth and profitability. DLF has strong brand value and access to finance, though its distribution network and R&D performance could be improved. As a leader in a growing industry, DLF's strategy is to seek dominance, grow, maximize investment, and defend its position while identifying and building upon strengths and weaknesses.
The television industry is undergoing major disruption as the TV screen takes on new capabilities. As the TV becomes more connected to the internet and content becomes more personalized and on-demand, control is shifting from media companies to consumers. This will change how content is created, financed, and delivered. It will also increase competition for traditional cable companies from new entrants. In the future, consumers will be able to access vast libraries of interactive content through their TVs and share content more easily. Both media companies and new players will need to adapt to remain relevant in this new environment.
Moldova India Trade & Investment Promotion GroupIndia Advisors
The Moldova-India Trade & Investment Promotion Group (MITIPG) will be an international organization focused on promoting trade and investment between India and Moldova. MITIPG will provide various services to its estimated 40,000 members without charges apart from initial fees. It will initially be funded by sponsors and patrons but will become self-sustaining over time by earning success fees. MITIPG will have a wide range of stakeholders and will facilitate international trade, foreign investment, advisory services, research, and events between the two countries.
Riskpro India Ventures provides integrated risk management consulting services to mid-large sized companies and financial institutions in India. It has offices in major cities like Delhi, Mumbai, and Bangalore. Riskpro aims to be the preferred provider of governance, risk, and compliance solutions through its hybrid delivery model and ability to take on large, complex projects. It offers quality advisory services at competitive prices compared to large consulting firms. Riskpro focuses exclusively on risk management and has over 200 years of cumulative experience across its multi-skilled team.
Morocco India Trade & Investment Promotion GroupIndia Advisors
The Morocco-India Trade & Investment Promotion Group (MITIPG) will be an international organization focused on promoting trade and investment between India and Morocco. MITIPG will provide services like facilitating international trade, promoting foreign investment, advising on business and policy issues, and supporting exchanges through events. It aims to include a wide range of stakeholders from governments, businesses, experts and interest groups. MITIPG will initially be funded by sponsors but aims to become self-sustaining over time through success fees.
Mozambique India Trade & Investment Promotion GroupIndia Advisors
The document discusses the Mozambique-India Trade & Investment Promotion Group (MITIPG). It states that MITIPG will exclusively focus on promoting mutually beneficial trade, commerce, investment, and collaboration between India and Mozambique at the grassroots level. MITIPG will provide basic services to its estimated 40,000 members without charge, aside from initial entrance fees, and will eventually become self-sustaining through success fees. MITIPG aims to include a wide range of stakeholders from both countries, including governments, businesses, experts, and interest groups.
New Caledonia India Trade & Investment Promotion GroupIndia Advisors
The New Caledonia-India Trade & Investment Promotion Group (NITIPG) will be an international organization focused exclusively on promoting trade and investment between India and New Caledonia. Unlike other trade bodies, NITIPG will provide all basic services to its estimated 40,000 members without charges apart from initial fees. Major initial funding will come from sponsors, but over time NITIPG aims to be self-sustaining through success fees. NITIPG will have a wide scope of activities including promoting trade, investment, industry collaboration and economic cooperation between businesses, entrepreneurs, experts and government stakeholders in both countries.
The document discusses characteristics of confident networkers, identifying that they possess "Cool Cat" inner qualities, employ helpful "Buzzy Bee" social skills, and utilize strategic "Wise Owl" knowledge to effectively manage their networks for career success and opportunities. It also notes that while business networks can resemble social relationships, their potential for commercial benefit distinguishes them, and that networking is not underhanded selling but developing long-term, mutually helpful relationships.
The document discusses strategies for developing confident networking skills, including maintaining an inner sense of self-confidence ("Cool Cat" qualities), employing social skills like being buzzy and engaging ("Buzzy Bee" skills), and strategically managing networks through extensive knowledge ("Wise Owl know-how"). It also provides an overview of trends in the recruitment market in the UAE, including increased demand in certain sectors like banking, marketing, and energy as the economy recovers from downturn. The document expresses optimism that Reed Specialist Recruitment can play a role in the region's economic resurgence by sourcing top talent through their specialist expertise and long experience in recruitment.
Similar to Hs Challenge Expatriate Talent Emerging Markets (20)
1. Heidrick & Struggles
CEO Roundtable:
Infrastructure Sector
The
Challenge
of Expatriate
Talent in
Emerging
Markets
2090202 - The Challenge of Expatriate Talent in Emerging Markets_JAK V3 no tracked changes_v5.indd 1 08/10/2012 05:08
2. Heidrick & Struggles CEO Roundtable: Infrastructure Sector
Over the next 25 years, the world is expected to invest be culturally sensitive and open to adapting the way
as much as US$40 trillion in infrastructure including they do business. Foreign businesses that arrive and
roads, railways, airports, water treatment and electric attempt to impose their systems and processes on a
power. In this environment of global growth in the local partner will find the market extremely challenging.
sector, the engineering, infrastructure, and construction
companies that serve it – both multinationals operating In India, they recognize the need for talent to help
globally and the domestic companies that compete take steps towards change in terms of infrastructure
with them – will find themselves facing significant development. This need is in both a technical capacity
challenges, especially in emerging markets. in terms of project management methodologies —
albeit Indian engineering is now a world-leading
To explore those challenges, Heidrick & Struggles talent pool in this area — and more importantly, in
convened two CEO roundtables in India, one operational excellence and business leadership skills.
in New Delhi and one in Mumbai. The purpose It is important for local businesses to understand the
of the two events was to bring together some key differentiators that foreign JV partners bring to
40 leading company CEOs and top executives, a joint venture. Simply engaging a partner from an
both Indian and foreign, to gain an insight into established market does not guarantee success.
two principal emerging market challenges;
Second, give thought to expectations relating to
• How do foreign businesses successfully return on investment. In general, the mindset ‘This is
expand into emerging markets and joint India,’ (a phrase used regularly by some of our Indian
ventures (JV) with partners?, and CEOs) indicates a belief that growth and profitability
are short-term outcomes and therefore not typically
• What are the attractions of emerging
markets to high potential talent? measured. Instead, real success in an emerging market
requires a medium- to long-term approach. The need
to build trust and partnership is essential and takes a
substantial amount of time in many regions. In India,
a willingness to shoulder risk and act as a true partner
How do foreign businesses is essential to success. Those businesses prepared
successfully expand into to invest time in building that trust see the greatest
success in building robust, long-lasting partnerships.
emerging markets and joint
Third, go in with your eyes open. Many of our Indian
ventures with partners? CEOs recognized the difficulty of doing business in
As established markets continue to diminish in terms their country. Regulation and bureaucracy have as
of growth, our clients increasingly look to make much impact on their businesses as foreign talent.
the transition from national to international and It is essential that there is an understanding of the
international to global. There is no lack of opportunity! complexity and challenge associated with a move into
In India today, the infrastructure sector accounts an emerging market. These risks can be commercial,
for nearly 27 percent of the country’s industrial logistical and cultural, and all of them can be mitigated
output. Over the next five years, it is expected that through the right leadership and JV partner.
the country will require more than US$1 trillion in
infrastructure investment. Meanwhile, much of the
rest of the developing world will also be investing
heavily in infrastructure. Like China, many countries
in emerging markets will make such investment the
What are the attractions to high
centerpiece of their economic growth strategies. potential talent?
When we put this question to our panel of CEOs, The war for talent is intense. Let us not forget that
there were a number of interesting conclusions. while the emerging markets are increasing their
demand for talent, some more advanced economies
First, be careful which markets you label ‘emerging.’ need to refurbish their aging infrastructures. The
Ninety percent of the CEOs involved in our discussion European Commission estimates that in order to stay
perceived their markets as ‘established.’ This, because of competitive, the European Union will need to invest as
recent shifts in the established markets due to recession, much as US$2.8 trillion in infrastructure over the next
means that the more established emerging markets decade. This means that the fierce competition for
now regard the growth opportunities in their markets infrastructure talent around the world will only intensify.
as outweighing the risks. This notion also impacts
their view of a JV partner. They look to their partner to
2 The Challenge of Expatriate Talent in Emerging Markets
2090202 - The Challenge of Expatriate Talent in Emerging Markets_JAK V3 no tracked changes_v5.indd 2 08/10/2012 05:08
3. Further, the skills required of that talent have become connect with a mentor, and receive a map of key players.
increasingly more complex as governments have They should have early exposure to people who best
transferred investment and operational risk from embody the culture of the organization; people who
the public to the private sector. While there is often can give advice about how best to communicate and
an abundance of technical talent, there is a far more get things done. They should quickly become familiar
limited pool of leadership and organizational talent with not only management team peers and reports, but
required to build a long-term enterprise – to lead also with key influencers and decision-makers in and
projects of staggering complexity, to introduce outside the company such as key customers, regulators,
operational excellence and good governance government officials, and the like. Onboarding
and, in some instances, to grow a business from should also include assistance with personal concerns
$100 million to $1 billion virtually overnight. like housing, banking, social clubs and schools.
So what are the benefits to high-potential In our experience providing leadership consulting
candidates of making a move into an emerging services in the sector, we have found that it is
market, and what will it take to attract them to a far less risky to establish formal and consistent
specific locale? When we looked into Heidrick & induction processes across the organization, and
Struggles’ successful placements in these markets, to comprehensively onboard these expatriates,
we came across a number of common themes. than to leave their success to chance. The costs
associated with a floundering or failed expatriate
First, not all emerging markets have the same executive can be high in terms of salary, and
drivers, so positioning them all the same would relocation costs, and, more importantly, in terms
be a mistake. Talent that is adept at rapid growth of the success of a project or business.
and business building may not be as suitable
for a role that requires medium- to long-term Heidrick & Struggles has created an assessment tool
growth through exceptional stakeholder skills. which can help ascertain the risk of failure. It has
been built on data mined from information regarding
Most importantly, there is recognition that in the current senior level placements across multiple industries
global economy, in order for talent to reach the top, and regions, and identifies eight key factors.
they will need to have spent some part of their career
in an emerging market. While transferring within an Company Geographic Culture
organisation can afford the comfort of a degree of Executive Level Scope of the Role
familiarity in relation to systems and procedure, there Company Type Company Culture
can still be profound implications around adapting to Category – Industry Function
cultural nuances both personally and professionally.
If three of these factors are different in the newly-
The assumption that because a business leader has appointed role, the likelihood of the executive leaving
performed well in other markets they will be able to within 18-24 months is fifty percent. If the number of
adapt to the highly entrepreneurial, fluid dynamic differences increases to five factors, then the chance of
of an emerging market does not always ring true. failure increases to eighty percent. Hidden costs can be
Our panel of CEOs, both foreign and Indian, outlined high as well; damage to the company’s brand, missed
instances where senior-level leaders with a history of market opportunities, loss of investor or government
overseas experience found it quite hard to integrate, confidence and the reservations planted in the minds
and consequently failed in the Indian market. In each of future candidates for the position. Over the last five
case, the consensus was that the failure was due years, many Heidrick & Struggles’ clients have been
primarily to a lack of proper attention given to the able to bring this number down to fifteen percent by
cultural nuances of the country or the softer side of implementing our detailed onboarding program.
onboarding. In most cases, their onboarding focused
exclusively on business matters, with little or no Successful induction is however, a two-way street.
attention given to the integration of the family unit Not only must the companies take care to acculturate
and building a proper support network around them. expatriates, the executives themselves must make
every effort to do so as well. As the roundtable
To ensure success, onboarding should include a candid participants agreed, one of the surest ways for
discussion about expectations, and the company should expatriates to derail is by attempting to impose
provide a balanced view of their culture in the country, the norms of their previous locale or their own
including its reporting structure, style of decision- cultural assumptions on the business or country.
making, communication and social dynamics. Well
before the start date, the new team member should
have informal conversations with colleagues-to-be,
Heidrick & Struggles 3
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4. Heidrick & Struggles CEO Roundtable: Infrastructure Sector
Reducing human capital risk and CEO Roundtable Participants
increasing opportunity The Heidrick & Struggles CEO Roundtable events in
New Delhi and Mumbai were facilitated by leadership
Getting the human capital equation right in India and
consultant Gareth McIlroy (Singapore) with Engineering,
other emerging markets offers significant business
Construction & Infrastructure Practice leaders Charles
advantages. As with other kinds of capital, the
Commander (Atlanta), Stafford Bagot (Singapore),
challenge is to balance risk and opportunity. As one
Jamie Page (London), and Ashwin Saboo (New Delhi).
CEO of a multinational remarked, his company would
Companies represented at the roundtables included:
like consistently to minimize the risks associated with
moving people across borders and into emerging • Afcons Infrastructure Ltd
markets, just as domestic companies in those markets • Akzo Nobel Coatings India Pvt Ltd
• ALSTOM India & South Asia/Alstom T&D India Ltd
wish to minimize the risks associated with taking
• Amplus Infrastructure Developers
on expatriates. The ability to minimize those risks • CLP Power India Pvt Ltd
through comprehensive onboarding, acculturation and • Era Landmarks (India) Ltd
leadership coaching provide both Indian and non-Indian • Gammon India Ltd
companies with a significant strategic opportunity: • Global Wind Power Ltd
• Grocon Pty Ltd
the building of a standalone enterprise designed not
• Halcrow India (a CH2M Hill Company)
just to chase capital flows around the globe, but also • Hindustan Construction Co Ltd
to capitalize on the long-term promise of India. • ICICI Venture Funds Management Company Ltd
• IL&FS Maritime Infrastructure Company Ltd (IMICL)
Historically, many non-Indian companies have • Inorbit Malls (India) Pvt Ltd (subsidiary of K Raheja Corp)
approached the market and cultural challenges of India • Interarch Building Products Pvt Ltd
by either making a strategic acquisition or entering into • IRB Infrastructure Developers Ltd
• Isolux Corsan India Engineering & Construction Pvt Ltd
a joint venture with a local entity. The foreign company
• Jaypee Infratech
received the benefits of local executives or partners, • JINDAL Water Infrastructure Ltd and JINDAL Urban
and the Indian company got access to world-class Infrastructure Ltd
capabilities or, in the case of acquisitions, was simply • JSW Severfield Structures Ltd (JSSL)
absorbed into a global organization. However, study • Kalpataru Power Transmissions Ltd
• KazStroyService Group/ KazStroy Service Infrastructure
after study of mergers & acquisitions (M&A) puts the
Knight Frank India Pvt Ltd
failure rate of international M&A at fifty percent or • Lanco Infratech Ltd
more, usually because of poor integration of the two • Leighton Contractors (India) Pvt Ltd
companies. International joint ventures in emerging • Macquarie Capital (India) Pvt Ltd
markets fail at similarly high rates, often because • Punj Lloyd Ltd
• Reliance Infrastructure Ltd
of such issues as poor communication, lack of local
• Saint- Gobain Gyproc India Ltd
legal knowledge, intellectual property disputes and • Sanzoi Group/Sanzoi Consulting Pvt Ltd
divergent objectives. Moreover, it is often hard for • Shapoorji Pallonji Infrastructure Capital Company Ltd
either party to find the right partner in the first place. • Synefra Engineering & Construction Ltd (fka Suzlon
Infrastructure Ltd)
Given those unpromising prospects for success,
companies that can attract world-class talent and
integrate it thoroughly into their business and
culture will enjoy a distinct advantage over their
more shortsighted competitors in India and other
emerging markets. This success requires only the Heidrick & Struggles is the leadership advisory firm
fortitude to resist the exclusive focus on short-term providing senior-level executive search and leadership
results, the willingness to devote the same attention consulting services. For almost 60 years we have been
to human capital as to other forms of investment, and building deep relationships with the world’s most
the talent management skills to make it work. n talented individuals on behalf of the world’s most
successful companies. Through the strategic acquisition,
development, and retention of talent we help our clients
– from the most established market giants to the newest
market disruptors – build winning leadership teams.
www.heidrick.com
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