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OPINION
The
Indian MNC and the challenge of globalisation Punching above their weight, Indian companies are successfully going global. But are they really serious heavy-weight contenders? Gavin Watkins
O
ver the last decade, Indian companies have started to flex their global muscle. The Tata Motors acquisition of Jaguar Land Rover PLC is probably the best known acquisition by an Indian company of one in Europe. The success of the acquisition – and the turnaround of the company’s fortunes – has surprised many. Is this a flash in the pan or are Indian companies starting to show what they are capable of on the global stage? The other impressive aspect of successful global Indian companies is their size, diversity and stretch growth targets. The Tata Group of Companies,
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CFO india
September 2012
Aditya Birla Group and Mahindra and Mahindra are examples of large conglomerates that have been successful in building global businesses that are profitable, diverse and competitive yet seem to retain strong family values and loyalty. In many ways these successful Indian companies exhibit the best of Asia – they have capital, are agile and have a clear vision. Unlike China, India has a large number of mature, experienced HR professionals that seem intent on making the most of their human capital both at home and abroad. But like many other Asian MNCs there is a question as to whether Indian companies really understand the com-