Developing an Indian global manager

Abstract

There are many Indian managers already employed by the U.S. and European multinationals, and other global companies. Quite a number of them work outside India, including at corporate headquarters.* Indiar global manager is not a new phenomenon. However, the liberalisation policies initiated in July 1991 in India will take the phenomenon into high gear. As is well known, the liberalisation policies, among other things, provide for majority foreign equity in many industries, lower tariff levels on imports ana exports, and partial convertibility of the rupee. They signify not only a sea change in the macroeconomic environment of business in India, but also in the need for developing managers who can succeed in an international market environment. The topic chosen by the Institute of Management Consultants of India is, therefore, timely and urgent. There will be an increase in the demand for Indian managers from the multinational companies already operating in India and planning to increase their operations. Additional demand will emerge from global companies entering the Indian market after liberalisation. Many Indian businesses ventured abroad, even before liberalisation, with manufacturing facilities and products. The exchange rate policies make :he world markets attractive to many Indian manufacturers. ^s they explore and exploit the opportunities that are opening up, the demand for Indian managers capable of operating in an international market would increase. As the liberalisation policies take root, the domestic market for many products ancfi services would not-remain restricted to Indian manufacturers alofte. As manufacturers from beyond our borders enter our markets, the Indian manufacturers, even if they decide not to go overseas with their products, services or manufacturing plants, would have to develop managers who would know how to compete with international forces and protect their share in the Indian market.