Dhruv Shah

The profits of banks in India surpassed that of IT services, which has traditionally been the most profitable sector. Almost all banks are now commanding premium on book value. Asset quality is consistently improving. The banking sector is really in the best of health in decades.

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Congratulations to BCG Henderson Institute (BHI) Fellow Sagar Goel and BHI Ambassador Orsolya Kovacs on winning the 2023 HBR Prize! The HBR Prize, judged by an independent panel of business and academic leaders with input from members of HBR’s Advisory Board, spotlights the most outstanding article published each year in Harvard Business Review. As a part of their BHI research, Sagar and Orsi co-authored a study on how companies are reskilling their employees in a rapidly evolving era of automation and AI. For their article “Reskilling in the Age of AI,” Sagar and Orsolya, together with Jorge Tamayo, Leila Doumi, and Raffaella Sadun, interviewed leaders at some 40 organizations around the world that are investing in large-scale reskilling programs. Their analysis revealed five paradigm shifts emerging in reskilling. Read the winning article now:

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India’s GCCs are reshaping the consulting landscape by blending 𝗲𝘅𝗽𝗲𝗿𝘁𝗶𝘀𝗲, 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻, 𝗮𝗻𝗱 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗲𝘅𝗰𝗲𝗹𝗹𝗲𝗻𝗰𝗲 to solve global challenges. From driving complex strategies to building future-ready solutions, GCCs are at the heart of this transformation. In our latest podcast, we dive into: 🔍𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽𝘀: How GCCs help tackle complex problems.  📊𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆: Streamlining processes globally.  👨‍🎓𝗔𝗰𝗰𝗲𝘀𝘀 𝘁𝗼 𝗧𝗼𝗽 𝗧𝗮𝗹𝗲𝗻𝘁: Leveraging India’s skilled professionals.  📍𝗖𝗼𝘀𝘁 & 𝗟𝗼𝗰𝗮𝘁𝗶𝗼𝗻 𝗕𝗲𝗻𝗲𝗳𝗶𝘁𝘀: Why India is a strategic GCC hub.  🚀𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗳𝗼𝗿 𝘁𝗵𝗲 𝗙𝘂𝘁𝘂𝗿𝗲: Building new business models and strategies. India’s GCCs are the 𝗻𝗲𝘄 𝗳𝗿𝗼𝗻𝘁𝗶𝗲𝗿 𝗼𝗳 𝗰𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴, driving global transformation 🌐 ✨ We've recently published a whitepaper that discusses 𝗵𝗼𝘄 𝗰𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴 𝗳𝗶𝗿𝗺𝘀 𝗰𝗮𝗻 𝗹𝗲𝘃𝗲𝗿𝗮𝗴𝗲 𝗚𝗖𝗖𝘀 𝘁𝗼 𝘁𝗵𝗲𝗶𝗿 𝗮𝗱𝘃𝗮𝗻𝘁𝗮𝗴𝗲. 👉 Check the link in the comments to read the full white paper. #GlobalCapabilityCenters #ConsultingTransformation #Innovation #GCCs Taranand Mukhopadhyay

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India is strategically positioned to capture 35-50% of the estimated $400 Bn. Capability & Innovation Hub market. These centres have come a long way from being mere outsourcing units to cutting-edge innovation centres and value creators. Globally FIs are increasingly shifting operations and capability building to these units- time for Indian FIs to think boldly as well? Hear BCG’s thoughts from my dear friend and colleague Sreyssha George

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In India, opinions on GenAI are varied: 36% of consumers are enthusiastic, while 63% express mixed feelings or concerns.    Leaders looking to navigate the evolving landscape of GenAI effectively should consider the following strategies:    > Build trust by transparently communicating both the advantages and potential pitfalls of AI.  > Manage the mix of misinformation, enthusiasm, and apprehension.  > Leverage enthusiasm by introducing new ideas and products in AI-friendly markets. For further insights, explore our comprehensive report: https://on.bcg.com/3UtXhRM 

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The dynamics of learning and development at IIMB underwent a fresh makeover towards the end of the pandemic. In a conversation with Fortune India, Director & Prof. Rishikesha Krishnan discusses the foresight driving IIMB’s position as a leading management educator. We looked at the diversity in workforce generations, emerging opportunities and challenges given unprecedented digital disruption and reviewed our MBA curriculums to identify: How do we continue taking on the most pressing challenges industries have to offer? Be it NSRCEL’s catalytic pathways that enable innovation through entrepreneurship; or recognizing the growing relevance of ESG across academia and industry practice; or making top-tier management education accessible at scale through IIMBx Digital Learning Foundation and #MOOCs. 📌Read all about it in ‘IIMB: Nurturing an Entrepreneurial Ecosystem’ here: https://lnkd.in/gJ8mpkge #IIMB #ManagementEducation #MBA #DigitalTransformation #ESG #Innovation

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Our ‘Fourth Wheel’ report provides good insights into the private capital and PE ecosystem in India. Among other positives, the report reveals that 50% of investors anticipate a moderate increase in global fundraising over next 12-18 months and 86% of investors expect a higher allocation to India. #PEVC #TheFourthWheel

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Interesting perspectives from #BCG on how the next evolution of #GCCs are Capability & Innovation Hubs (CIH) playing a bigger role in driving core business strategies. India expected to capture a third to half of the CIH opportunity

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Extreme weather conditions and concerns about climate change are influencing the preferences of Indian consumers towards sustainable products, according to a survey conducted by the global consultancy firm Bain and Company, which involved nearly 19,000 consumers across 10 countries. Read the full story in Fortune India. https://bit.ly/4gKJeAw

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McKinsey Senior Partner Indy Banerjee advocates for building a global operating model (GOM) over the traditional global capability centre (GCC) approach. In an interview with Sujit John in The Times of India, he emphasizes that global centres of large MNCs based in India should be viewed as integral parts of the company, not separate units. These centres are increasingly crucial for enhancing product development, building diverse talent pools in data science and digital capabilities, and fostering cultural change. As a result, functional leaders and CXOs or their direct reportees are often based in these centres. Building a GOM "is much more complex than just building a site because you’re building a microcosm of the company. And when you do it right – and this is the latest wave happening – it’s transformational for the company," says Indy. Discover more about this evolving trend in the full article: https://lnkd.in/gfbQsNia #GlobalOperatingModel #GCC #LeadershipDevelopment

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An increasing number of larger global private equity firms are building or expanding GCCs in India (e.g., KKR, EQT), whether it is to serve the PE firm or the portfolio of companies, this is making the GCC topic increasingly relevant for value creation. It typically starts with the question of whether to build and manage in-house or partner with a managed services provider. There is no "one size fits all" answer, but you should begin by defining what you aim to achieve with your GCC journey.

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It was an interesting discussion Kalpana Singhal CXOtv news | Techplus Media. Thanks for inviting me to share my perspective on Cloud, AI and emerging technology environment!

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Read our latest article on the Capability and innovation Hubs (CIH) and its implications for the India ecosystem. India is strategically positioned to capture 𝟯𝟱-𝟱𝟬% 𝗼𝗳 𝘁𝗵𝗲 𝗴𝗹𝗼𝗯𝗮𝗹 𝗖𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝗻𝗱 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗛𝘂𝗯𝘀 (𝗖𝗜𝗛) 𝗺𝗮𝗿𝗸𝗲𝘁, 𝘄𝗵𝗶𝗰𝗵 𝗶𝘀 𝗽𝗿𝗼𝗷𝗲𝗰𝘁𝗲𝗱 𝘁𝗼 𝗴𝗿𝗼𝘄 𝗳𝗿𝗼𝗺 $𝟮𝟲𝟱-𝟮𝟵𝟬 𝗯𝗶𝗹𝗹𝗶𝗼𝗻 𝘁𝗼 $𝟯𝟵𝟬-𝟰𝟮𝟬 𝗯𝗶𝗹𝗹𝗶𝗼𝗻 𝗯𝘆 𝟮𝟬𝟮𝟳. https://lnkd.in/giGdT6qY

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Great perspective on the role of India in the future global economy amidst the geopolitical tensions we see! I also really echo Bob's statement about our own role in India and the world as McKinsey that is driving me day in day out: "I keep coming back to this notion of our true north. Our true north is not about growth; it's about distinctiveness. We're not focused on whether our growth rate is the fastest. Some competitors publish their growth rates, but we don't because our objective is to ensure that our work is better. At the end of the day, I am obsessed with making sure McKinsey is known for its distinctiveness, not for its growth. If we achieve that, everything else will fall into place. Our goal is to stand behind the quality and uniqueness of our work, providing unparalleled value to our clients. Fundamentally, we are not about our own success. Our mission is to help our clients succeed. When our clients are successful, we are successful. We don't seek the limelight; we want our clients to shine."

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In today's rapidly evolving tech landscape, AI is no longer a futuristic concept but a critical component of business strategy. However, many organizations still struggle to harness its full potential. In my latest discussion with CIO Online (India), I delve into the key barriers to successful #AI adoption: data quality, talent shortages, and strategic alignment. Despite 93% of organizations recognizing AI's importance, only 30% feel they have a competitive edge due to these challenges.   For AI to truly transform businesses, we need to address these gaps head-on. It's not just about adopting AI; it's about embedding it into the fabric of our organizations. Read more about these insights and strategies for overcoming these challenges in the full article: https://lnkd.in/evERh9TC #DataQuality #TalentManagement #BusinessStrategy #DigitalTransformation

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Congratulations to BCG Henderson Institute (BHI) Fellow Sagar Goel and BHI Ambassador Orsolya Kovacs on winning the 2023 HBR Prize! The HBR Prize, judged by an independent panel of business and academic leaders with input from members of HBR’s Advisory Board, spotlights the most outstanding article published each year in Harvard Business Review. As a part of their BHI research, Sagar and Orsi co-authored a study on how companies are reskilling their employees in a rapidly evolving era of automation and AI. For their article “Reskilling in the Age of AI,” Sagar and Orsolya, together with Jorge Tamayo, Leila Doumi, and Raffaella Sadun, interviewed leaders at some 40 organizations around the world that are investing in large-scale reskilling programs. Their analysis revealed five paradigm shifts emerging in reskilling. Read the winning article now:

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The Chief Strategy Officer (CSO) in India is no longer just a strategist - they’re a dynamic leader navigating a “permacrisis” world of climate change, digital disruption, geopolitical shifts, and economic uncertainty. Our new report, “Beyond Strategy: The Evolving Role and Success Imperatives for the Chief Strategy Officer in India” - a Kearney Collaboration with the Chief Strategy Officer Forum of the Confederation of Indian Industry (CII) - shows how CSOs have transformed from traditional planners into versatile, “Strategy+” leaders. They must blend visionary thinking with operational precision, drive innovation while maintaining stability, and align diverse stakeholders behind a shared vision. Key takeaways include: * Constant External Pressures: Integrate foresight and leverage mega trends for resilience. * Internal Complexity: Balance short- and long-term goals, challenge the status quo, and gain buy-in without antagonizing stakeholders. * New Capabilities: Employ advanced risk management, scenario planning, and digital tools to orchestrate flexible strategies and high-impact execution. Avinash Nayak Ayush Sharma Priya Banga Shruti Prabhu CII CHIEF STRATEGY OFFICERS FORUM Ramya Mohan A. K. Parameswaran For a deeper look at how today’s CSOs can lead their organizations forward, please see our report.

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The Indian credit market has seen a shift over the last decade, opening up new opportunities in the private credit space. However, It is still currently focussed only on the real estate and infrastructure sector and in the stressed asset segment due to cost of funding. For more insights into the private equity space, check out our interview with Moneycontrol here: https://lnkd.in/dX2JY7hJ

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