THE "NATIVE" INDIAN MANAGERS …

According to Prof Mohanbir Sawhney of Kellogs School of Management, Indian managers, though successful globally, still have a long way to go to become a global brand, as they are yet to learn how to hold a glass of wine or swing a golf club. What he meant was, of course, not just being adept at these two activities, but be accepted as the "weekend golf buddy", as "us" and "we". in short, to assimilate the culture.

One can not but agree with the learned Prof's observation; a fact brought home by the utterance of an Indian business czar, sometimes back, on a television channel. The occasion was the famous Mittal wedding in Paris and the interviewer was eliciting reminiscence of the great occasion. Our tycoon brags midway, "..I flew in, in my private jet and was in my usual Armani...” Well, it might be great news to wear an Armani in India, but to the CEO’s in the developed corporate world, it’s almost mandatory; and when one uses one's jet the possessive adjective "private" stands redundant. It is one thing to try to copy a maverick, and quite another to exude class. Unfortunately there are no "finishing schools" for managers in India. But we do have a rich tradition of Business Maharajas, who did have the élan and grace to stand up to any Ford, Rockefeller and Carnegie. The leading members of the house of Tatas and Birlas, just to name a few, have been an institution in themselves; perfect role models for any IIT/IIM grads. Their understated charm had an overpowering effect on others, and their legendary sophistication and élan created a unique culture around them, which was humanistic, and at the same time contemporary and business-savvy.

I agree with the views of the honorable professor, and at the same time feel that this lack of being culturally compatible is not to be derived from a lack of knowledge or skills, but it flows out from the insensitivity for being anything else but successful; and the definition of "success", according to those, is well known to be dwelled upon here.

In my humble opinion, curing the symptoms will not cure the ailment. What it needs is a holistic approach towards life, success, achievement and considerable sensitivity and empathy for others. Unfortunately, these don’t find any place in the credit courses of Indian B-schools - barring a few exceptions such as the School of Human Values at IIM Calcutta. Unless a manager acquires the right values, he cannot understand the importance of culture; corporate or otherwise. And, even if he learns the difference between the tulip and the flute and scores either a birdie or bogey, it will still come with obvious effort at its best or as a "show-off" at its worst. A gigolo exhibits the utmost social grace and etiquettes, yet he can't be a "gentleman" at heart.
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