Local Business Leader Falls Short OF GLOBAL STANDARDS

The landscape of leadership in Indian corporates has evolved over the years, mirroring the dynamic shifts in politics, business, technology, customer expectations, societal demands and globalised markets.

- AMIT GUPTA

The definition of leadership should not be limited solely to individuals who govern and manage organisations, but should also encompass the capabilities that organisations develop to enhance their ability to tackle challenges. The 17 centennial companies in India [which have been profiled in this issue] have diverse origins, ownership and governance mechanisms. Some of these have ventured into related or unrelated sectors, depending on the available opportunities and the leadership vision within the organisation.

Indian businesses have adopted a variety of approaches to ensure their survival and success in the upcoming century. The adoption and effectiveness of these approaches may vary among the centennial companies, but discernible trends can be observed. Some companies like the Hinduja Group, Tata Steel, Tata Consumer, Britannia, and ITC are far ahead of other companies.

Going to the Next Level

Companies are transitioning from a family-centric approach to professional leadership. They acknowledge the necessity of professional expertise and skills to effectively navigate the intricacies of the contemporary business landscape. As a result, they have brought in professional managers from diverse backgrounds, possessing expertise not only in general management, marketing and operations but also industryspecific knowledge and experience.

Given the global competition and the customer-centric approach, Indian corporates are acutely aware that their products and services must match, if not surpass, those offered by global organisations. To achieve this, they must not only create products and services that meet the needs of Indian consumers but also ensure their competitiveness in foreign markets.