Indian CEOs at the helm of the world’s top 500

The Indian CEOs have the following in common: First, they are between the ages of 45 and 55, which is the year of the fight; second, most of them are studying in developed countries such as the United Kingdom and the United States after completing their studies in India; Most people start from the grassroots level of the company. On June 9, 2019, Microsoft’s market capitalization exceeded the $1 trillion mark, defeating Amazon and Apple for the first time in eight years, and topping the world’s highest market capitalization company. At this moment, the Indian CEO (SEO) Satya Nadella has made great contributions. Time returned to the date of the announcement of the Microsoft CEO four years ago, when Satya Nadella, then executive vice president of cloud computing and corporate departments, won the dark horse.

As early as 2013, Microsoft’s board of directors began to look for successors. In this regard, the British gaming site Ladbrokes set up a Microsoft-based quiz topic: then Nokia CEO Stephen Elop won the first prize of 5, becoming the biggest candidate. Popular; Microsoft Chief Operating Officer Kevin Turner is second in the 6th place; Microsoft’s former executive Steve Sinofsky and current female executive Julie Lal Julie Larson-Green ranked third and fourth with 1 loss and 8 points; Lu Qi, the vice-president of Microsoft Chinese, ranked fifth with 1 loss and 10; and Satya Nadella, who eventually claimed the king, lost 1 for 14 Only eighth. Coincidentally, on October 22, 2015, Google announced that Sundar Pichai was the CEO.

So far, the two Silicon Valley technology giants were at the helm of the Indians. Indian CEOs are surging Since 2010, Indian-American executives have been involved in a wide range of situations. Pepsi’s first foreign CEO and current chairman, Indra Nooyi, MasterCard CEO Ajay Banga, Nokia’s “transformation” CEO Rajeev Suri, and consumer goods giant Li Jieshi CEO Lakesh Rakesh Kapoor, memory card manufacturer SanDisk founder and CEO Sanjay Mehrotra, graphics software giant Adobe president Shantanu Narayan, semiconductor company Global Foundries CEO Sanjay Jha, data storage Net App CEO George Kurian, global audio leadership brand Harman CEO Dinesh Paliwal, British wine industry leader Diageo CEO Ivan Menezes, CEO of Singapore DBS Bank, Piyush Gupta, etc., are enough to showcase Indian status in corporate executives around the world. If you count the former McKinsey CEO Rajat Gupta, Standard & Poor’s former president Devon Sharma, former Softbank CEO Nikesh Arora, Unilever Former CEO Manvinder Banga, etc., Indian CEO influence is more valuable. No wonder the Indian media has proudly declared that India produces CEOs globally!

Indian-based executives have long been “heavy screens” and have performed particularly well in large enterprises in countries such as Europe and the United States. The Apex Recruiter survey found that the CEOs of 75 US Fortune 500 companies were non-American in 2015, and 10 of the 75 foreign CEOs were the first to bear the brunt. This is followed by nine British (members), followed by seven Canadians, six Australians, three French, Swedish and German. There are 2 Chinese CEOs, and Chinese Hong Kong (Chinese) and Chinese Taiwanese (Chinese) each have one. Not only is the CEO’s “mass production” performance, the Indians in the corporate governance layer are equally eye-catching, and representative of the 13 directors of the Google Board of Directors are Indians, accounting for 31%. Indian CEO Path Analysis To sum up, these Indian CEOs have the following in common: First, they are between the ages of 45 and 55, which is a year of fighting; second, most of them are studying in developed countries such as the United Kingdom and the United States after completing their studies in India. Many of them have obtained the nationality of Europe and the United States; the third is that most people start from the grassroots level of the company and continue to advance from the inside to reach the current height. Step by step from the grassroots Considering the immigration factor, Indian (s) executives are rarely the founders of their companies.

SanDisk’s Sanjay Mehrotra is not the mainstream, but they are often well-respected professional managers. Before taking charge of these 500 powerful companies, many Indians had the experience of executives: most of them started from the grassroots level, demonstrated good work ability and professionalism, and then grew into the company’s leading talents and even leaders. For example, Google’s new CEO, Pachai, has been in the promotion CEO since 2004 and has been in business for more than 10 years.

There are also many Indian CEOs of high-tech companies, most of whom start from programmers and generally have middle-level The experience of the manager, and gradually upgraded to the top, Microsoft’s Satya Nadella is typical. Starting from the founder Technology companies are the dominant players in the 21st century. The strength of Indians in Silicon Valley has become a recognized fact. The CEOs of well-known companies such as Microsoft, Google, and Adobe are all from India. In contrast, Chinese Americans have not yet formed a climate in the Silicon Valley executives, and only a few high-tech companies such as Facebook have Chinese executives. Statistics show that between 2006 and 2012, 40% of the founders or co-founders of Silicon Valley new companies originated from immigrants, and about one-third of them were Indians, accounting for 13% of all new ventures; Next, the Chinese are 5% behind.

According to the Los Angeles Times, although the Indian population accounted for only 6% of the population in Silicon Valley in 2012, the founders of up to 16% of Silicon Valley in the same period came from India, and the leadership of Indians continued to improve. From the industry “airborne” Among the high-tech companies in Silicon Valley, the bottom layer is mostly Chinese for research and development, the middle layer is mostly for Indians who manage, and the top executives are mostly white people who make decisions. However, this structure is changing due to the rise of Indians. For example, in 2012, the Indian population of Silicon Valley accounted for only 6% of the population, but the number of companies created and led by Indian talents reached 33%. Many companies have great development potential. Not only that, the Indians have realized the flow of high-level talents in the industry and even across industries. For example, former Softbank CEO Nikki Arora has served as T-Mobile’s chief marketing officer and board member, and Google’s vice president of European operations. For example, Peng Anjie served as Citigroup Asia Pacific before the MasterCard MasterCard. Chief executive officer, Kraft board member and other important positions.

Indian CEO’s rise factor In summary, since the path of the rise of the Indian CEO is similar to that of other ethnic groups, the reason for its success has once become a hot topic of discussion among the public, but there are many different opinions. Then, what factors are worthy of our attention and attention to the rise of Indian CEOs? What factors are worth learning and learning from Chinese? International elite education Although India and China are both developing countries, their internationalization in science, engineering, and business is higher. Since the 1970s, Indian Institute of Technology graduates have entered the United States, usually entering Stanford, MIT and other prestigious schools for further study, and then joined the US companies, in the fields of technology, finance, manufacturing and other fields. India implements elite education in basic education such as science and engineering, and recruits only the best top students.

The prototype of the “Imperial Industrial University” in the “Three Stupid Bollywood” Indian Institute of Technology, only 5,000-6,000 people per year in more than 300,000 candidates, the admission rate is less than 2%. At the same time, Indian business school education has long been in line with Europe and the United States, and has become the cradle of training international management talents. In the 1950s, the Indian Institute of Management first cooperated with the MIT Sloan School of Management to build the Kolkata branch. In the 1960s, it joined the Harvard Business School to establish the Ahmedabad campus, which continuously sent “Made in India” talents to Europe and the United States. . However, China began to implement modern management education after the reform and opening up.

In 1984, Sino-US cooperation established the first modern management school in Dalian. Congenital English advantage In the history of the colony, India has never achieved language unity, and local dialects speak for themselves and are self-righteous. It was not until India became a British colony that it began to speak English, gradually becoming popular and universal, similar to Chinese “Mandarin.” As a result, today’s Indians usually speak three languages: the official language of Hindi, local dialect and English. The English population has exceeded 350 million, ranking first in the world. Interestingly, the Indian “Curry-flavored” English may not be understood by us. Europeans and Americans are very used to it and have become an important part of the English-speaking world. Indians have emphasized their ability to analyze and express from an early age. They are basically the same as Europe and the United States in listening and speaking. Whether they are speaking or debating, they can think fast, be logical, use words and play well. Even though the Indians have a strong English accent, they grabbed the dolls and did not scream at them.

The commentary was quite appealing and appealing. Chinese students may have high TOEFL, GRE, and GMAT scores, but they do not have the advantage of listening and speaking in actual combat. Especially when they encounter open debates and demonstrations in English, meetings, and teams, it is easy to express their opinions and arguments. Weak and unhelpful. Western way of thinking The ability to adapt to different cultures and the almost Western way of thinking have also made Indians not only accustomed to communicating in English, but also know how to think in English, and stand out in the management of European and American companies. Many well-educated Chinese executives say that there is no problem in English, but they are not good at applying English thinking in debates and questions and answers. After all, there is a big difference between Chinese logic and Western logic. In addition, the concepts of “shooting the birds” and “Mu Xiu in the forest will destroy” in Chinese culture have also hampered the thinking of Chinese people, making some Chinese people with potential potential settle in the status quo at the beginning of development. this. For example, Professor Chen Zhiwu, who taught at Yale University, once felt that Indian culture is more adaptable to American society than Chinese Confucian culture. The advantages of Indians in Europe and the United States are also more.

Many Indians, especially those in the elite family, are more like English as their mother tongue. They are “small from the dolls” and they are influenced by English thinking and the influence of Western values ​​behind them, so as to treat people and do things. This is The logical nature behind the language. Westernized social communication Indians pay attention to daily emotional support, take care of friends, customers or colleagues to have tea contact, or go to the bar to talk. In the official or informal activities such as reporting, gathering, and afternoon tea, the Indians will use their strengths to pay attention to the emotional communication with their superiors, thus enhancing their enthusiasm and affection in the leadership. Many Indians are naturally optimistic and humorous. They are good at combining their own use with seemingly sarcasm and self-deprecating. They often take the initiative to narrow the distance with others, thus making them more comfortable in the social world.

It is important to note that social communication also includes debates. Indians are more influenced by British traditions, and schools and social atmospheres support verbal debate. Indians often discuss for discussion, do not hesitate to spend time and energy, and even become an indispensable topic for the school. This is in line with the habits of Europe and the United States, and encourages to persuade each other through debate and reason. However, China’s domestic education system is not very concerned about oral arguments, nor does it focus on cultivating language habits and logical thinking. Not only that, the Chinese people’s silent and cautious habits and the fear of “failed out” can easily lead to reduced active communication and missed social opportunities.

Long-term career planning The development direction and success path of Indian professional managers are inseparable from the long-term system of career planning, and they are inseparable from the mission-oriented career. Some surveys found that the average income of Indians ranked first among the US immigrant groups. Most Indian managers have always insisted on their own “head geese” ambitions, preferring to give up the down payment of buying a house, squeezing in a shared apartment building, but are willing to spend a lot of money to study for an MBA, and even resigned to work independently.

Most of these successful Indians have a good family background, and they have witnessed the way their fathers manage their own people, and they have a strong desire to achieve career. Most of the Chinese-speaking students are young and well-off. After having a car, a job and a green card, they are satisfied and not enterprising. Moreover, the background of Chinese students studying in science and engineering is relatively simple. Most of them graduated from domestic 985 or 211 colleges, and they are from intellectuals or civil servants. They tend to be more comfortable with the status quo and stick to the rules. Chinese people rarely have enough hard work and open mind to break through the professional ceiling. Only a few Chinese people with persistent perseverance and hunger and thirst can break the ethnic practices of European and American executives like Indian CEOs and finally realize their dreams.

Indian “invisible” strengths In addition to the above factors, the Indians have some other relatively vague and concealed factors, and the unacceptable habits that they are used to, and such factors and habits are more difficult to detect for Chinese people who are only in this mountain. Only by jumping out of the Chinese circle and observing from the perspective of other ethnic groups can we see the clouds. Customary circle Unlike the Chinese who try their best to avoid suspicion, the Indians have a tradition of helping each other and warming up. Someone joked: Once an Indian enters a company, it will attract a group of Indians. Indian executives “do not avoid relatives”, pay attention to establishing a circle within the company as soon as possible, especially the Indian circle with itself as the core. Therefore, Indians will continue to introduce their relatives and friends, former Indian colleagues and even strange Indians to their own companies. Good positions and resources are firmly introduced to their own people.

It has been reported that some Indian leaders in Silicon Valley will be relatively deliberately biased towards Indians during recruitment and promotion, forming a strong “Indian Circle”. Therefore, an Indian manager will soon bring out an Indian team, and continue to clone and enlarge, eventually forming a “pure potential.” In contrast, although there are many Chinese associations in the United States, the organizational relationship is loose, there is a certain generation gap between the old and new immigrants, and there is a certain gap between the immigrants in various provinces and autonomous regions. Character is more sunny There is also a view that the Indian character has a significant advantage over the Chinese.

It may be that India is in the tropics. Indians are more enthusiastic and eager to talk about, and the way they say it is very understandable. For example, watching the songs and dances in Indian movies, you know that the way Indians express their feelings is relatively straightforward. Even the introverted and dull colleagues are easily infected by this open emotion, and thus get more understanding and recognition from others. When dealing with most Indians, the general feeling is that they are very easy to get along with, they are easy to talk, and they rarely encounter strange Indians. However, the Chinese people are relatively introverted. They generally like to hide their words, not laugh at them, and are not used to talking to strangers. The way to express feelings is relatively implicit. As far as other ethnic groups are concerned, it feels more difficult to meet with Chinese people for the first time. It takes a lot of time to build a relationship close to friendship. If you don’t have the patience of long-term interaction, you may mistakenly think that Chinese people are not close. Good at tolerating dissent For managers or followers, it is generally felt that Indian executives are particularly good at leading dissidents. This ability is far from being comparable to “slim mud”.

Indian executives, especially those born and raised in India, have been submerged since childhood and are used to dealing with different opinions. Therefore, Indian executives are more keen to express their own views, and are also good at accepting different opinions, and finally unite into the strength of their own progress, which is the necessary ability of multinational CEOs. Most of the Chinese grew up in a relatively single and more “collectivist” environment, accustomed to obedience to parents, teachers and superiors. This kind of training method and social culture makes it only double, but it is hard to find a handsome. Of course, as the nature is more optimistic, open and diverse, and after 90 years and 00s of good education at home and abroad, gradually move towards the workplace, I believe that the “stereotype” of the Chinese people who are introverted or inclusive will change. More adventurous So why is the Silicon Valley workplace hierarchy of “Whites, Indians, and Chineses” unchanged for decades? Yang Linhua and other surveys conducted on the three ethnic groups of whites, Chinese and Indians, partially answered the doubts. For example, about 60% of Indians answer the willingness to start a business, while the proportion of whites is higher and more adventurous; but only about 30% of mainland Chinese have entrepreneurial will, and more people tend to be “stable white-collar workers”. For example, in the source of the first venture capital, the Indian channel is more broad, and it is reflected in colleagues, friends, venture capital institutions and banks.

Its social network is more diverse and broad; and about 75% of mainland Chinese are mainly Relying on family relationships and classmates, the source of funding is relatively simple. Advocate for participation in management The top 500 companies in the United States are mostly small shareholder management control models. Therefore, the support of corporate executives is more from the opinions of all levels within the enterprise. The advantages of Indians who are good at balancing and compromise can be fully exerted, thus reflecting the advantages of “management control”. .

The special social environment in India has enabled Indian executives to have an innate “integration” talent that is good at integrating into new environments and being easy to integrate into new teams. In actual work, Indian executives tend to participate in participatory management and like to establish long-term, stable, mutual discussion and mutual cooperation with their subordinates. This relationship may stem from the “apprentice” tradition of the ancient Indian handicraft industry, with an emphasis on the establishment of emotional ties between the upper and lower levels.

In the style of Indian executives, the superiors will sincerely consider the subordinates. The two often establish strong loyalty, even surpassing the salary return and job requirements, reflecting the unique “teacher and apprentice culture.” Although this tradition is quite chronological, it is dynamic and time-consuming to promote the integration of Indian engineers into Silicon Valley and the Qingyun. The success factors of the above-mentioned Indian CEOs basically cover the success of the Indian CEO of high-tech companies. In addition to being well-versed in European and American corporate executives, Indians continue to infiltrate the corporate executive management system, the most representative of which is the president of a well-known business school in Europe and America. For example, the Harvard Business School in the United States appointed Nitin Nohria as the 10th Dean in 2010.

It is the first Indian and foreign dean in the history of more than 100 years. It broke the tradition of white monopoly. . Coincidentally, the University of Chicago Business School selected the new Indian Dean of Sushil Kumar. In 2011, Dipak C Jain, the former Honorary Dean of the Kellogg School of Business at Northwestern University, became the Dean of the Business School of the European Business School (INSEAD). It can be imagined that according to the tradition of the Indian custom group, these first-class European and American business schools will tend to recruit and train more Indian students, so that they directly have the “passport” of the top 500 executive candidates.