Rajat Mathur

In an exclusive interview with Forbes, Megha Chawla, Senior Partner in Bain & Company’s India office, discusses why India's tech talent has become a non-negotiable part of the global CEO's strategy and the prospects for the nation's tech landscape. In the age of AI, India's IT services companies have become important partners to global businesses, she says. Read the full interview here: https://lnkd.in/gKDbT5FY

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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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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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What does leadership truly mean? Our visiting faculty, Prof. Srikant Sastri, offers a compelling answer by highlighting how the share market evaluates CEOs and other leaders. Prof. Sastri, Co-founder, Crayon Data, and Chairman, i3G Network and IIM Calcutta Innovation Park, brings invaluable insights on leadership to BSM classrooms. With BSM’s PGDM in Business Management, you can learn the intricacies of leadership and how industry leaders transform team aspirations into strategic and impactful actions. Join the ranks of future business leaders with BSM. Admissions open for 2024. Apply now: bit.ly/3vjhFey Srikant Sastri #badrukaschoolofmanagement #bsm #residentiallearning #dualspecialisation #hyderabad #pgdm #businessmanagement #application #process #scholarships #blockteaching #globalfaculty #futureleaders #futureforward #futureskills #workplacereadiness #workplaceready #corporatepartnerships #internships #placements #finance #strategy #marketing #problemsolving

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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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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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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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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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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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Alvarez & Marsal India Report Estimates Grade A Warehousing Demand to Grow at a CAGR of 12.5 % until FY30 | Alvarez & Marsal | Management Consulting | Professional Services (alvarezandmarsal.com) #India #logistics

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👉 MDI Gurgaon is delighted to share an insightful interview with Prof. Arvind Sahay featured in 𝐁𝐖 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐖𝐨𝐫𝐥𝐝. In this detailed conversation, Prof. Sahay discusses the evolving landscape of MBA education, the role of AI in management, and the competencies needed for future business leaders. A must-read for aspiring professionals and educators alike. 👈 #MDIGurgaon #Leadership #BusinessEducation #AI  

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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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Mihir Sampat from Bain and Arpit Agarwal from Blume Ventures write in ET Auto on how India’s electric vehicle market can be $100 billion by 2030, requiring concerted efforts by OEMs and EV ecosystem players across five key areas: product development, GTM/distribution, B2B segment focus, software development, and scale-up of charging infrastructure

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Moneycontrol covered the latest report by Bain, The India Private Equity Report 2024: "The year 2023 was also significant for Indian exits with the exit value soaring 15 percent to $29 billion, alongside a rise in exit volumes from 210 to 340. This was driven primarily by public market sales (notably block trades) which comprised half of exits by value, benefitting from an increasingly deep Indian public market, which outperformed those of most major economies, with a significant increase in domestic investor participation."

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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://bit.ly/4ekUDV9 #GlobalOperatingModel #GCC #LeadershipDevelopment

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Global Capability Centers (GCC) have allowed companies to leverage global talent and optimise resources. Impact of GCCs on sustainability can be profound. By streamlining and centralising operations, GCCs can contribute to reducing redundancies, and hence resource (energy, water, land and materials) consumption. GCCs can integrate sustainable practices at lower transaction costs and efforts - sustainable buildings, responsible sourcing, local community engagements, and human capital initiatives. GCCs can further contribute to the wider organisation’s sustainability efforts through sustainable research and development, centralised resource management, and reporting efforts for the entire group across multiple compliance and voluntary standards. It is time for organisations to treat GCCs as an asset in their quest towards sustainable operations.

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