Professional Documents
Culture Documents
Ravi Venkatesan
S. Raghunath
Indian Institute of Management, Bangalore
Based on
Conquering the Chaos: Win in India, Win Everywhere by Ravi Venkatesan. Harvard Business Review Press,
2013.
Purpose of the Course
This course examines what it takes to lead and manage multinational firms in India and other emerging
markets that have many similar characteristics.
India is on the minds of business leaders everywhere. Within a few decades it will be the worlds most
populous nation and one of its largest economies. India is also a complex and challenging market, with a
reputation for corruption, uncertainty, and stultifying bureaucracy. Many global companies are therefore
cautious when it comes to investing in India. But with a $2 trillion economy growing at 5-6%, it is not a
market that can be ignored. Even more importantly, chaotic India is an archetype for most emerging markets
-- many of which present similar challenges but not the same potential. Succeeding in India therefore
becomes a litmus test for a companys ability to succeed in other emerging markets. If you can win in India,
you can win everywhere.
Emerging markets like India are very tough places, but the biggest obstacle to success for most multinational
firms in them may be the internal culture and mind-set at headquarters. The unwillingness to make a longterm commitment to the new market or to adequately trust local leadership, combined with the propensity
to rigidly replicate the products, business models, and operating systems that have worked at home, drives
many companies to a midway trap that results in these markets remaining an irrelevantly small contributor
to global growth and profits.
This course presents India as representative of many emerging markets and looks at what it takes to win in
this complex and challenging region. How do you deal with the chaosand even prosper from it? How do
you handle corruption, bureaucratic logjams, and policy uncertainty? What kind of leadership do you need
both on the ground and, even more importantly, at headquarters? Should you consider a joint venture or
acquisitions? How do you develop a winning strategy? How do you decide what elements of your global
model to replicate and which elements need to be localized? What kind of an organization structure will
facilitate agility in dynamic markets? How do you drive innovation locally?
The course also looks at the challenges faced by Indian firms as they become more global. Emerging market
MNCs going into Africa or the U.S. face challenges not dissimilar to Microsoft, P&G, or Apple entering India.
The course ends with a look at globalization. How is globalization different from internationalization? What
kind of leadership will it take to succeed and how do you develop such leaders? What is the role of Boards in
globalization?
800.545.7685 (Outside the U.S. and Canada 617.783.7600) | custserv@hbsp.harvard.edu | hbsp.harvard.edu
Outline of Sessions
Session 1 Introduction: Why India Matters to Global Firms
Case: Khanna, Tarun and Prithwiraj Choudhury. Microsoft in China and India: 1993-2007
HBSP Product no: (708444-PDF-ENG)
Discussion Questions:
1. How successful is Microsoft in China and India by 2007? How should success be judged?
2. What are the struggles of a company like Microsoft as it globalizes?
3. Does India matter to a global company? Why or why not?
Reading:
Venkatesan, Ravi. India: A Defining Choice. Conquering The Chaos. Harvard Business Review Press. 1-16.
Venkatesan, Ravi. "Why Companies Shouldn't Write Off India." bloomberg.com. Bloomberg News, June 18
2013. Web.
http://www.bloomberg.com/news/2013-06-18/why-companies-shouldn-t-write-off-india.html
Chilkoti, Avantika. From Microsoft to JCB: Conquering Indias markets. blogs.ft.com. Financial Times, June
4, 2013. Web.
http://blogs.ft.com/beyond-brics/2013/06/04/from-microsoft-to-jcb-conquering-india
Optional Viewing
"India: Conquering the Chaos" YouTube. YouTube. Web. http://www.youtube.com/watch?v=5cvBhUl104E
TEDxGolfLinksPark - Ravi Venkatesan - Winning in India. Youtube. YouTube. Web.
http://www.youtube.com/watch?v=lzMbNoX5HIg
Conquering the Chaos. YouTube. YouTube. Web.
http://www.youtube.com/playlist?list=PLN-dGrs_oVixvqI-cJIlL8YT9zGSdK99F
Reading:
Venkatesan, Ravi. Escaping The Midway Trap. Conquering The Chaos. Harvard Business Review Press, 2013.
17-42.
Optional Reading
HBS case Khanna, Tarun and Palepu, Krishna G. Metro Cash & Carry HBSP Product no: (707505-PDF-ENG)
Rosenberg, Yuval. "Why Google Is Winning and Apple Is Losing in India." thefiscaltimes.com. The Fiscal Times,
July 9 2013. Web.
http://www.thefiscaltimes.com/Articles/2013/07/09/Why-Google-Is-Winning-and-Apple-Is-Losing-inIndia.aspx/
Venkatesan, Ravi. How big companies can beat the patent chaos of India. tech.fortune.cnn.com. Fortune,
June 17 2013. Web.
http://tech.fortune.cnn.com/2013/06/17/ravi-venkatesan-patents-india/
Khurana, Chanpreet. Ravi Venkatesan: The great Indian Dream. Livemint.com. Livemint.com, July 7 2013.
Web.
http://www.livemint.com/Leisure/FBEyT9TEH9ufWnAulWo3RN/Ravi-Venkatesan--The-great-Indiandream.html
Kaul, Vivek. Adapt to India, don't wait for it to catch up with your model: Former Microsoft India chairman.
dnaindia.com. dna, July 27, 2013. Web. http://www.dnaindia.com/money/1866043/interview-adapt-toindia-don-t-wait-for-it-to-catch-up-with-your-model-former-microsoft-india-chairman/
HBS Case: Chakraborty, Sumit, Sharma, Shushil, and Ray, Sougata. Samsung Electronics (B): In India.
Harvard Business Publishing.
HBSP Product no: (906M35-PDF-ENG)
Venkatesan, Ravi. The Country Manager In India. Conquering The Chaos. Harvard Business Review Press,
2013. 65-92.
Timmons, Heather. A Conversation With: Ravi Venkatesan, Former Chairman of Microsoft India.
nytimes.com. The New York Times, April 12, 2013. Web.
http://india.blogs.nytimes.com/2013/04/12/a-conversation-with-ravi-venkatesan-former-chairman-ofmicrosoft-india/?_r=0/
Venkatesan, Ravi. Why its so hard to be a business leader in India. washingtonpost.com. The Washington
Post, June 17, 2013. Web.
http://www.washingtonpost.com/blogs/on-leadership/wp/2013/06/17/why-its-so-hard-to-be-a-businessleader-in-india/
Optional Reading:
Venkatesan, Ravi. Growing Leaders: From Lip Services to Results. Conquering The Chaos. Harvard Business
Review Press, 2013. 93-114.
Capelli, Peter and Harbir Singh, JV Singh, Michael Useem. Leadership Lessons from India. Harvard Business
Review, March 2010. HBSP Product no: (R1003G-PDF-ENG)
Ready, Douglas, Linda Hill and Jay Conger. Winning the Race for Talent in Emerging Markets. Havard
Business Review, Nov 2008. HBSP Product no: (R0811C-PDF-ENG)
Ready, Douglas and Jay Conger. Make Your Company a Talent Factory. Harvard Business Review, June 2007.
HBSP Product no: (R0706D-PDF-ENG)
Schmidt, Conrad. The Battle for China's Talent. Harvard Business Review, March 2011. HBSP Product no:
(F1103A-PDF-ENG)
Discussion Questions:
1. What are the advantages and disadvantages of entering an emerging market through a JV?
2. What happens over time? What tensions arise and how do successful partners resolve these?
3. What went wrong in Daiichis acquisition of Ranbaxy? Could it have been avoided? What does this
illustrate about the risk of acquisitions?
Reading:
Venkatesan, Ravi. How to Think About Joint Ventures in India. Conquering The Chaos. Harvard Business
Review Press, 2013. 139-154.
Eban, Katherine. Dirty Medicine: The epic inside story of long-term criminal fraud at Ranbaxy, the Indian
drug company that makes generic Lipitor for millions of Americans. fortune.cnn.com. Fortune, May 15, 2013.
Web.
http://features.blogs.fortune.cnn.com/2013/05/15/ranbaxy-fraud-lipitor/
Conklin, David W. Corruption: The International Evolution of New Management Challenges. Harvard
Business Review, 2009. HBSP Product no: (909M65-PDF-ENG)
Currell, Dan , Tracy Davis Bradley. Greased Palms, Giant Headaches. Harvard Business Review, 2012. HBSP
Product no: (F1209A-PDF-ENG)
Seiko, Adrienne. "Dealing with Bribery in Emerging Markets." industryweek.com. Industry Week, July 24,
2013. Web.
http://www.industryweek.com/regulations/dealing-bribery-emerging-markets/
Kuo, Lily. "How to deal with corruption in India." qz.com. Quartz, July 9, 2013. Web.
http://qz.com/101566/how-to-deal-with-corruption-in-india-and-any-other-emerging-market/
Optional case: HBS Alacrity Housing Chennai (A), HBSP Product no: (IES098-PDF-ENG)
2.
How are the challenges of an emerging market MNC similar and different from those of a developed
market MNC?
3. Think about Indian MNCs who are struggling with their globalization. What are some of the common
themes?
Optional Reading:
Guillen, Mauro and Esteban Garcia-Canal. The Rise of Emerging Market Multinationals. IESE Insight, 2011.
HBSP Product no: (IIR055-PDF-ENG)
Black, Stewart and Allen Morrison. A Cautionary Tale for Emerging Market Giants. Harvard Business
Review, September 2010, HBSP Product no: (R1009J-PDF-ENG)
Khanna, Tarun and Krishna Palepu. Emerging Giants: Building World-Class Companies in Developing
Countries. Harvard Business Review, Oct 2006. HBSP Product no: (R0610C-PDF-ENG)
***