"It’s the Indians’ fault!”, is, very simply, a typical complaint in India business. Regardless of whether it is the Indian bureaucracy, your own staff, customers or suppliers - the problems always and only seem to be caused by the “Indians”: a permit that was not granted, months of waiting for the bank account, sales failure or suppliers who do not deliver, what and when they should. This list is exemplary and could be continued almost endlessly. 

Every day we are as India Advisor are confronted with all these problems that arise in India, or by Indians, and cause business damage, and are supposed to solve them (which of course is also our business). 

Little carelessness in the main building... 

It's worth taking a step back for the first time. This is the only way to objectively assess how the problem actually came about. With sufficient distance and critical analysis, it becomes clear that the European side also generally bears a not inconsiderable share of the blame when things don't go well in India. The overarching main reasons and management errors include: 

  • unclear strategy for the Indian market, 
  • “Inspirer” and “advisor” (keyword: Super Indian), who mainly pursue their own interest, 
  • inadequate or unsuitable Controlling your own Indian organization, 
  • lack of care and foresight in planning the Indian venture, particularly a sloppy contractual setup (see here), 
  • lack of controlling and the associated problems lack of transparency, as well as often
  • the person of the company owner (if they do not share the same values ​​with the Indian management, escalations are inevitable) 

... In India, things tend to escalate into medium-sized disasters. 

In a largely “immature” market and unregulated environment, with weaknesses in infrastructure and processes, it is not uncommon for certain ambiguities to escalate into smaller crises. Because in India the following applies: Everything that is not explicitly forbidden is allowed.

Of course, this understanding harbors a lot of potential for conflict. On the other hand, certain processes, for example in the Indian bureaucracy, are again based on the motto “Anything that isn’t really clear won’t get done.”, meticulously followed, so that the application cannot be processed without the third copy of the father's birth certificate. 

Do your homework! 

India is known for ad hoc management and improvisational talent. But one should not necessarily assume that Indian employees, customers or suppliers will compensate for any changes in requirements or inadequacies of their European partners - quite the opposite! In India people are very practiced in using existing deficits (of information, coordination, clarity, etc.) for their own interests or at least justifying their own unwillingness to do so. 

In any case, don't leave your Indian society to its own devices! Complete your own tasks (especially when it comes to strategy and planning) with absolute meticulousness and leave no room for interpretation. Always remain unassailable and bring what is expected of you as a European partner: clear structure, clear processes and the highest quality. 

India needs a much higher one “Management Attention” and the highest level of support. This is the only way your organization, or rather your team in India, can meet the requirements and not take a wrong turn. Because God immediately punishes small management mistakes in India.