imagineering india - possibilities, realities, way forward & the essentials
TRANSCRIPT
Imagineering India SATYA CHARI
2014
Contents Execu3ve Summary
• The Paradigm Shi7, Reali:es
Obstacles
• Clarity, Frameworks, Poli:cs, Bureaucracy, Society
Naviga3ng India
• Awareness, Empathy, Interest, Collabora:on
Clarion Call
Compelling Opportuni3es
Imagineering India: Value Proposi3on
Next Steps
Execu3ve summary Following the 1991 fiscal crisis, India commenced a paradigm-‐shiG towards becoming a market economy and assuming global ci3zenship: • Moved away from Fabian Socialism via a directed market par:cipa:on
approach. • Deviated from Non-‐Aligned Self-‐Sufficiency (Swaraj) doctrine towards a
realis:c mul:-‐polar, geo-‐polity and socio-‐economic co-‐existence. However, India's market economy push is encased in several historical, poli3cal and socio-‐economic reali3es: • A highly heterogeneous society with a rich history, long legacy and strong
cultural values, India is now undergoing a transi:on from "Karma to Consumerism”.
• Need to find working-‐balance between internal nostalgic sen:ments vs. external prac:cal and acceptable disposi:ons.
• India's economic architecture con:nues to be dominated by large, inefficient regulatory bodies. • Central planning, resource alloca:on controls, and the role of public
sector enterprises. • Fragmented poli:cal landscape, independent but slow judiciary, and a
regressive policy & regulatory framework. • There exists a complex, interconnected world of poli:cs, commerce,
religion and the private sector, each driven by self-‐interest, which con:nues to impair the poten:al with entrenched and widespread inefficiencies.
Successful naviga3on of the Indian opportunity therefore requires a nuance based, adap3ve strategy.
India's progress con3nues to face obstacles
Lack of Clarity: • No clear and deliberate "To Be State" or “Our Place at-‐large” vision outlining associated structural and
execu:on impera:ves. • Protracted decision-‐making cycles caused by divergent coali:ons and interest groups at centre, state,
regional and local levels. • Compe:ng layered agencies driving opaque, delayed and wasteful decisions.
Essen3al Frameworks Deficit: • Lack of outcome-‐driven, consistent and enabling regulatory framework. • Lack of efficient, transparent and ecumenical law enforcement. • Lack of diaphanous and performance-‐based alloca:on of / access to resources.
Hamstrung Bureaucracy: • Lack of independent, empowered and adequately resourced bureaucracy, which is held accountable.
Poli3cal & Social Divide: • Growing socio-‐economic inequality and in-‐equitable access to resources /pathways to progress.
Successful naviga.on of the Indian opportunity therefore requires a nuance-‐based, adap.ve strategy
Naviga3ng India requires a nuance-‐based adap3ve strategy Work Effec3vely with Government: • Effec:ve engagement, expedited outcomes and sustainable opera:ons
require Government support at all levels (Federal, State, Regional and Local).
Understand and Comply with Policy: • Reflec:ve understanding of policies in place, will minimise
objec:ons/resistance and increase the odds for success. • Facilitates full inter-‐rela:onship operability whilst compliant.
Work inclusively with Stakeholders: • Key requirement of success in India is "bringing along“
stakeholders for the journey.
Leverage Media & Communica3on: • Leverage media assets and communica:on channel capabili:es,
both commercial and social.
Find Unity in Diversity: • Understanding personal differences opera:ng with commensurate
sensi:vity is a dis:nct source of compe::ve advantage.
Success requires awareness of history, empathy for present, and an interest in India's future
Manage
Stakeholders
Leverage
Media
Harness
Diversity
Work with
Govt.
Navigate
Policy
Rela3onships
Clarion call: India's demands are clear, present and growing Capital: • India lacks sufficient funding from internal savings, tax base
and/or trade surpluses to fund major and essen:al programs. • Infrastructure projects • Urban planning and development • Educa:on and Healthcare • ...
Technology & Best Prac3ces: • India's growth poten:al demands innova:ve technologies.
• Waterways rejuvena:on • Low cost preventa:ve healthcare delivery • Food processing and preserva:on • ...
• There exists a large upside to introducing best prac:ces. • Integrated logis:cs management • Electricity transmission and distribu:on • ...
Access to Markets: • Numerous opportuni:es to improve inter & intra market access.
• Internal barriers to flow of goods and services • Working bilateral & mul:lateral free trade agreements • ...
Capital
Technology & Best Prac:ces
Access to Markets
India needs capable and understanding partners today
Opportuni3es across various sectors have already emerged Area of Focus Relevant Subsectors & Considera3ons
Infrastructure • Energy (Power: Genera:on, Transmission & Distribu:on) • Transporta:on & Integrated Logis:cs / Warehousing • Road, Rail, Port & Air…
Agriculture • Progressive & Produc:ve (high yield) farming • Dairy & Meat • Food Processing & Preserva:on • Farm to Fork Logis:cs…
Integrated Water Management
• Urban, Rural & Irriga:on • Rejuvena:on of Waterways…
Urban Planning & Development
• Sustainable Ci:es • Mass Transit Systems…
Mining • Land Management • Technology & Best Prac:ces (Produc:vity and OH&S)…
Agile Manufacturing
• Engineering Design & Program Management Capabili:es • Automobile Components / Systems…
Educa3on • Industry Specific & Voca:onal • India needs to create 100+ Million new jobs by 2020…
Health Care • Accessible & Affordable Public Health • Preventa:ve & Pandemic Management…
Value Proposi3on
Project Management & Decision Support Services
Stakeholders
Customer; Incumbent; Local Community; Religious/ Social bodies; NGOs
Legal & Commercial Media & Communica:ons
Government
Central; State; Regional; Local
Policies & Regula:ons
Bureaucracy
Knowledge; Experience; Insight; Network & Rela:onships
Strategy; Execu:on Leadership
Results
Next Steps v Work together to build in-‐depth awareness and understanding of the India opportuni3es
v Collaborate with businesses to help sharpen their strategies for success in India
v Work with all the stakeholders in collabora3on to drive op3mal policy, regulatory & opera3onal outcomes
v Imagineering India to take up and drive specific ini3a3ves towards collabora3ve and sustained results
Satya Chari Imagineering India Email: [email protected] Cell: +61 413 078 871
5, Chipping Hill Court Wheelers Hill Melbourne, Victoria – 3150 Australia