It is astounding to me that these institutions have been impervious to both political pressure and financial influence and have maintained a pure meritocracy in the selection of students. In a society rife with endemic corruption and graft, India has managed to create a tradition of meritocracy and world-class excellence at her best educational institutions. in pursuit of PhDs or other advanced degrees, often supported by scholarships or research grants.įinally, and perhaps most importantly, the preponderance reflects something I find truly remarkable about the Indian educational system. Indian students in these fields have found it relatively easy to enter the U.S. India’s educated elite is fluent in English (the facility in language alone explains why you don't see nearly as many Indian professionals in Germany, Japan, or Brazil), and the prestigious institutions of higher learning in India, especially in engineering (including computer science), business, and medicine-the IITs, IIMs, AIIMS-have been greatly influenced by American higher education in the last 50 years.īright kids in India have been disproportionately drawn (more likely pushed by their parents) to these professional fields (as opposed to pure sciences or the humanities), both because of the high quality of the educational institutions in these fields and the attractive career prospects associated with them. Indians constitute one-sixth of the world's population. business schools should not be too surprising. The fact that there are so many India-born professors at top U.S. Indeed, stories of corruption and fraud in India receive greater attention in the Western media, just as books lauding the triumphs of Indian business proliferate in domestic airport bookstalls. But jugaad is also seen to have a darker side-the readiness to compromise principle in favor of expediency and a lax attitude toward the law. These characteristics include, it is claimed, a commitment to inclusive growth, a long-term perspective on business objectives, and the much vaunted proclivity for jugaad-the improvisational ability to find workable solutions around seemingly intractable problems. Second, much has been written recently by both management thinkers and other observers about the uniquely Indian characteristics of successful business leaders operating in India. I am sometimes asked what explains this preponderance and whether Indian culture is especially conducive to the contemplation of leadership in business. First, it seems conspicuous to Western observers that the faculties of prominent business schools and the ranks of influential management consultants and authors in the U.S. In my discussions with students and the media about Indian managers and management thinkers, I've come across a variety of perspectives. Published in the Economic Times on February 15, 2013.
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