CEOs of big American companies, why are there so many Indians?

  In 1998 Nobel Laureate in Economics Amartya Sen, in his book “Indians Accustomed to Contention”, mentioned that the Indians are full of confident communication habits – contention, which has become inherent in Indian culture through the subtle and subtle life experience since childhood Element.
  Two of the CEOs of the three Silicon Valley giants “Apple, Google, and Microsoft” are of Indian descent, and the Indian media once claimed that “India produces CEOs to the world.”
  A vivid case: the Desk Search department of a company headquartered in Boston has a project that requires two groups of employees from China and India to collect and integrate data respectively.
  In a week, the Chinese team members collected about 30 pieces of data, organized them into a neat Excel table, and replied in the email: “Please see attached (please see attached).” This reply is correct, but its tone is in English. stiffer.
  In the same week, the headquarters also received an email from the Indian team members, which roughly means:
  Thank you for your patience and valuable guidance!
  Following the last email, over the past two weeks, we have gone through multiple data sources including Factiva, Bloomberg, Reuters, analyst reports, industry reports and local news outlets looking for important updates on this topic, researching a lot Interesting aspect…
  please check out the updated attached Excel sheet with all the information gathered as per your request. In addition, keywords and links for each news source have been included in the accompanying spreadsheet, highlighting the cells for which new records were added between the day of the year and the day of the year.
  Be sure to let me know your valuable suggestions for sharing Excel sheets, and feel free to contact me if you have any questions.
  After reading it, I am very emotional. Based on years of experience in the workplace and foreign companies, I feel that Chinese employees have done a good job of data collection and sorting in a serious and down-to-earth manner. But in the end, the superiors may be more impressed by the work of the Indian employee, a young Indian employee who has won a small step in the details as he grows into a professional manager.
  In the previous report, the workload was piled up, but there was only data, and there was a lack of thinking, summarization, integration, and communication, and the communication method was very blunt. Many young colleagues will pile up massive amounts of data with unclear logical relationships in front of their supervisors to show that they have a lot of work, but they do not consider the general situation of the whole thing. Their work is in the whole thing. Which part, how to communicate and connect between the upper and lower links.
  In the report of the Indian team members, in terms of the total amount of work, they did not do as much as the Chinese employees, but as mentioned: in terms of project investigation, the ins and outs, the causes and consequences, the relevant reasons in the industry, the voice of the outside world, the extraction of key elements, etc. are all done. go deeper. This allows data collection and integration to facilitate the direction of the work, and the leader gets the report and basically grasps its gist in a few minutes, which helps in making decisions.
  My personal experience: When managing a state-owned enterprise, the PPT became longer and longer. If it was less than 200 pages, the leaders would suspect that our work was not meticulous and in-depth. In fact, the leaders will not read the PPT with the thickness of the finger. Later, I went to a foreign company to introduce the plan for the first time. The upper management listened to it for about ten minutes and asked: Can your plan put forward a clear idea in about 20 pages? Later, I changed my thinking and working methods. I used about 30 pages to simplify the introduction of the plan as much as possible, but I must strengthen the closeness and coherence of the logic, put forward a clear point of view, and enlarge and bold the key points and keywords of the logic. good effect.
  In the United States, there are about 5.3 million Chinese-Chinese and about 4.6 million Indians. Among the foreign CEOs of the top 500 companies in the United States, the number of Indians ranks first, while the Chinese are less than 1/6 of the Indians. More than 25% of the CEOs of Silicon Valley start-ups are of Indian descent. Two of the three Silicon Valley giants “Apple, Google, and Microsoft” are of Indian descent. Indian media once claimed that “India produces CEOs to the world.”
  In addition to CEOs, Harvard Business Review research shows that 30% of managers in Fortune 500 companies are Indian. In the technology industry in the United States, Asian employees account for more than 30%, and managers in major technical positions account for about 15%, most of which are Indians. Chinese employees are mainly in various technical positions at the grassroots level, and few of them can be promoted to management.
  Why do so many Indians become executives, but there are only a handful of Chinese executives?
  A survey report submitted by the Sloan School of Management under the Massachusetts Institute of Technology pointed out that the communication methods of Indians in the workplace are more straightforward, proactive, bold and powerful than Chinese, and are more in line with Western culture’s cognitive concept of “leaders” . In 1998 Nobel Laureate in Economics Amartya Sen, in his book “Indians Accustomed to Contention”, mentioned that the Indians are full of confident communication habits – contention, which has become inherent in Indian culture through the subtle and subtle life experience since childhood Element.
  Therefore, Indian employees can quickly grasp the leadership intention, grasp the project process, and put forward their own opinions in communication, so that their superiors can recognize their talents, and they are more likely to succeed in the workplace.
  Influenced by traditional culture, Chinese people advocate “kindness, goodness, respect, thrift and yield”. Parents teach their children “philosophy of life” such as “talk less and do more, trouble comes from mouth, and silence is golden”. They are generally more reserved, not accustomed to debate, and less likely to propose differences. Opinion, better obedience… In the workplace, people are generally not good at thinking about the overall process of things, have difficulty grasping the connection between upstream and downstream links, are insensitive to potential problems, dare not point out potential crises even if they find them, and lack communication skills.
  Therefore, many young people often study hard for a long time, pass difficult exams, and be eliminated through strict screening, but they are sealed in the grass-roots technical positions by the “glass ceiling”, and it is difficult to get promoted. Because for the superior, receiving a document that lists a lot of data, but lacks conclusions, is difficult to assist management decision-making, and has a blunt sense of communication, it does feel very blocked, and it is easy to ignore its ability.
  And these small abilities have the effect of “gathering sand into a tower” in the growth process of an ordinary employee gradually growing into a professional manager, which is really closely related to personal “money journey”.