Posted by Anand Prasad Arkalgud (View Profile | View All Posts) at 5:55 AM
Business in China, drawing from my experience, is influenced by a set of critical variables that must be skillfully managed in order to succeed. Here are 8:
Talent, in China, is fundamentally no different from any place else in the world. But, grasping their expectations is what requires a shift in the conventional Western mindset. Born into a country that has sustained tremendous growth momentum for over 20 years, talent wants to grow at a pace that compares. And, they evaluate potential for their growth by gauging how their employers are faring in China. Quite obviously, they don't want to commit themselves to the wrong lane and risk being left behind. So, your Chinese employee is really competing with everyone in China not just others within the company or even the industry of employment. This rationale also drives talent in hordes to the big cities where opportunities are perceived to be greater.
Continue reading "Business in China: An eight-point primer" »
Posted by Anand Prasad Arkalgud (View Profile | View All Posts) at 10:15 AM
When we talk about companies in the context of innovation, we are quick to point out how some companies are innovators - leaders in innovation, while others are laggards. Innovators or leaders are firms that believe that a core part of their business - their soul - lies in inventing the next new thing. They invest a lot of money in research and development, and are accustomed to trial and error. They understand that there is a given ratio where missteps and failure outpace success. Laggards are the sort of companies that wait till a product or service matures before they jump into the marketplace. Why? They save money because they don't invest in R&D and worry about failure.
Continue reading "Where do you stand on innovation?" »
Posted by Anand Prasad Arkalgud (View Profile | View All Posts) at 7:46 AM
Ashok Vemuri, Head of Americas and Global Head of
Manufacturing, and Engineering Services, Infosys was recently quoted in Supply
& Demand Chain Executive saying "If you look at some of the industries
that make up the manufacturing sector--mining or metals or chemicals--these have
traditionally stayed away from large technology spends." "But now, they're
actually enforcing the consumption of technology into their core manufacturing
processes--beyond customer service of a call center, for example. So there's a
whole ecosystem that is coming together as a result of technology--whether it's
mobility, digital marketing or supply chain optimization." You can read the
whole article here: http://www.sdcexec.com/article/10714530/infosys-targets-us-manufacturing-resurgence-factors.
Continue reading "When it comes from almost nowhere, will you still see it?" »
Posted by Anand Prasad Arkalgud (View Profile | View All Posts) at 10:59 AM
The short answer is yes. The long answer is more complicated.
Many companies incorrectly assume that they can replicate their
developed world success in emerging economies, by starting off simply
building on their developed model of the business. Of course, they
finally get their arms around what aspects to change and what not to, in
the new market, but it takes an inordinately long time with several
rounds of trial and error.
Continue reading "Is there a formula to replicate success?" »
Posted by Anand Prasad Arkalgud (View Profile | View All Posts) at 11:03 AM
"OK, so what's it like to do business in China?" This must
rank among the world's top questions. People ask alright, but don't really want
to listen to your detailed answer. So, here's my 2 minute China capsule for
when you pop the question.
Continue reading "Making it in China" »
Posted by Anand Prasad Arkalgud (View Profile | View All Posts) at 9:30 AM
This is a tale about Jim and Bob. Jim has spent over 5 years working his
way up in a large organization setup. When faced with constraints, he
knows how to get it all sorted by talking to somebody, escalating the
issue, or even concocting a solution himself. Jim is highly networked
within the organization, has a clear mental model of the enterprise, and
has all that he needs to get his job done either using what's available
with him or somewhere easily accessible in his people network. If a
system fails, he knows how to remedy the situation, whom to contact, or
even propose an assumptive stop-gap solution fully aware that that
particular fix-it will not break anything downstream. That's Jim for
you. Empowered. Willing and able to take liberties with management and
processes to ensure operations don't suffer. Everybody else is Bob.
Bob has not spent enough time in the organization to have built a
network within the setup. Every day, his mental model of the enterprise
gets clearer - slowly but surely. He has seen some early success, but is
as yet unable to intuitively map organizational processes. Existing
operational hurdles, sometimes, plague him and, on occasion, frustrate
his attempts to drive business goals.
Continue reading "Once upon a Jim and Bob..." »