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The NYT says many of India's largest and most profitable companies are "relative models of probity," and several ranking among the world's best governed companies including companies in the software and pharmaceutical sectors. Large parts of the Indian economy have little appetite for the risk taken on by the Adani Group and are run on a financially conservative basis. Infrastructure is unique for this kind of risk taking because of decades of neglect of Indian infrastructure during the 1995-2015 period, when China was rapidly building infrastructure with large investments and India fell behind. It is that catchup mode that induced Adani Group's aggressive efforts taking on debt for outsize goals that it was willing to adopt for coal, solar and port logistics. As a result the Indian economy with companies such as Infosys and Dr. Reddy's Labs says the NYT, is largely not affected by the problems of the Adani group's debt structure.    ...

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By March 2012 India's Aadhar project- for unique identification numbers to be given to every citizen of India- will have given out 200 million 12 digit unique ID numbers. Nandan Nilekhani, former head of Infosys, leads the project. The Indian govenment has committed $650 million for the first phase of the project, which has the personal backing of prime minister Manmohan Singh.

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GST is to India what land sales were for China in its phase of rapid development and accelerated growth. It consolidated capital that could be then invested at the national and state levels on infrastructure, logistics for exports growth, creating a virtuous cycle of capital growth that could finance ever widening scale of development projects from metros, subways, rail, roads, bridges, airports, ports, logistics, tech related improvements. This was done in 2017 through a midnight session of parliament that passed the legislation needed. Years of endless discussion were turned into one session of implementing a single major tax system for India, transparent, digitized with new IT  Infosys playing a key role, and providing the pool of capital that has financed 5 years of development to take India past Britain as the fifth largest economy. Its pace of growth over 11% and accelerating with Maharashtra's GST growing at 24% in 2022-2023 over the prior year suggest that this will play a critical role in giving India a large pool of capital for growth. To be supplemented with foreign investment to make New India as a modernized nation. With an economy that will be exceeded only by the US and should catch up to China over the next 10 years. ...

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Nandan Nilekhani heads India's ID Card Project as acabinet minister. It means the administration of Premier Manmohan Singh is now able to get key business leaders into the cabinet to improve execution of critical projects. The national ID card would enable aid and services to be delivered to people as today a large amount of aid does not reach the poor for whom it is intended. It will aso improve national security. Nilekhani is afounder of Infosys.

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About the reorganization of IBM under Sr. Vice President Robert Moffat Jr. that is underway. The idea is to make IBM more efficient by increasing the productivity of its people and reduce costs. There are over 200,000 people in the IBM services business. Operating margins increased by 2.3% to 10.3% with productivity improvements in the 1st quarter of 2006. IBM's revenues declined by 1.2% in the 1st quarter to $11.6 billion. This IBM Tech services restructuring will be watched closely by Indian IT and IBM's competitors. Moffat hopes to attack the IT tech services business with a new format to improve productivity and reduce costs, and bring IBM' strengths such as research capabilities to bear. The format is being a virtual factory with competency centres of excellence across the globe. The question is can Moffatt pull this off and convince a bureaucratic large organization to overcome inertia and do things differently. Especially as Indian IT is smaller and not yet affected by Big Company Syndrome. What Moffatt is attempting to do is to create a virtual global factory with specialized centres of compency in different global locations so that work can be transferred from one location to another- much as we see in the automobile industry- based on who does best what at what cost. Nilekani of Infosys, says American competiitors are "seeing it as a compelling threat after years of putting their head in the sand." They are responding to megatrends but not fast enough, according to Business Week. This may be attributable to the fact that Indian IT is younger, smaller, faces more competition inside India, and is more agile for these reasons compared to an IBM or an EDS. Hamm points out that IBM is shifting to a new posture as a globalized business, one that puts behind it its days as a multinational company or MNC, no more MNC geographically based independent country businesses, not an outsourcer as frequently assumed when IBM shifted some jobs overseas recently. The new IBM is an organization that builds on competency centers across the globe with concentration of skills and talent in different locations worldwide. It uses the competency centres to pull together the best people and sequence of operations to meet customer needs. ...

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IBM in addition to rapidly upscaling its operations in India, adding 10,000 employees in 2007 alone for a total of 53,000 in India. This compares with 25,000 for all its Indian competitors combined. With its Pune facility attracting employees from its rivals. With $2 billion invested in R&D centers and 3000 engineers engaged in R&D. IBM in addition to this has gone after the Indian market getting about 10% of the domestic market with names like Bharti Airtel, DLF a real estate developer, Canara Bank, the Indian tax department, and so on. And it has done this when companies like Infosys have overlooked the Indian market.

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See Hamm 6/25/07 BW for how hiring by the likes of wipro and infosys in the US is reversing outsourcing phenomena. For Infosys it helps to be closer to customers in the US as it expands further. In this case of startups and smaller companies that setup shop in Bangalore to tap the lower wages there this is turning out to be no longer true as wages are rising and have reached 75% of US wages in the example given here.

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Because of the weakness in the education system companies like Wipro, Infosys and TCS have to have inhouse training programs to train new employees. They are also turning to smaller cities as about 300,000 new employees are needed every year.

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The Indian approach to acquisitions is to leave things alone and learn from the way things are done by western companies. This is the approach taken by Tata Motors to its acquisition of LandRover and Jaguar. Its also the approach of Infosys, Wipro, and other Indian companies.

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Using the story of a Dalit Mr. Venugopal Thoti in Andhra Pradesh tells about the emergence of lower castes in professions like software development, and the difficulties they are facing. Firms like infosys are making sincere efforts to hire from all parts of Indian society. In spite of the progress only about 100,000 people from a total lower caste community of 167 milllion has made strides in the rapidly growing Indian economy, an estimate given here from what is cited by government officials and experts.

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Knowing the thinking and mood of the younger generation of engineers programmers and other staff is critical. They are more optimistic and impatient about things so companies have to move quickly to change things to retain talent. The other major change is the number of young women that are joining. Nasscom the software industry association in India says that last year this was 35% and will rise to 45% by 2010. This is amazing rise considering that it started from very low numbers and these young women are more vocal than the men. It means companies have to keep their minds open to gender issues and respond. Giving young people a voice in the affairs of the company, giving them achance to be not lost in the crowd, a shot at challenging assignments for the talented, some kind of inhouse training program in management and in other areas so that they can keep upgrading their education and value to the company, some peers and superiors assigned to mentor new employees, hiring from smaller cities so that those who want to be near family can do so and have higher loyalty than with chasing high level talent in bigger cities and supplementing with good inhouse training , are a list of some of the things being tried by companies. ...

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The increase of H1-B visas to 180,000 in legislation was not taken up in the House. The executive order addresses low skilled immigrants, but does not take up the issue of increasing H1-B visas. Technical hurdles are reduced and overall the impact on outsourcing firms in India appears to be minor, say experts.

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Hernando De Soto, a prominent economist, heads the Institute for Liberty and Democracy. He has an intimate knowledge of the workings of the Egyptian economy, and describes the socio-economic marginalization of large parts of Egyptian society as Economic Apartheid. Simply put Egypt has fallen behind the times, way behind the economic progress in large developing countries.The Institute was hired by the Egyptian government in 1997, with the financial support of the US Agency for International Development, to look into what reforms were needed. It presented its 1000 page report in 2004- after years of work involving 120 Egyptian and Peruvian technicians, participation of 300 local leaders and interviews with thousands of ordinary people- to the Egyptian cabinet. The then Finance Minister Hassanein supported it and the cabinet approved it. What followed was a cabinet shakeup, and blocking of any reforms by hidden interests wanting to protect the status quo. De Soto's objective was to find out how many people were marginalized in Egypt, and how much of the economy operated outside the legal system- small business that did not have the protection of property rights or access to normal business tools and credit, that makes businesses grow. He found that 9.6 million people were employed in this sector operating "extralegally" with no protections. This being the largest sector of employment in Egypt. His action plan was intended to remove the legal impediments to these people and businesses urban and rural, so that they could grow. He says the value of these businesses outside legal protections is $248 billion or 30 times larger than the total value on the Cairo stock exchange, and 55 times greater than all the foreign direct investment in Egypt since 1800 including Suez Canal and Aswan Dam. De Soto says that because of burdensome, discriminatory and bad laws it takes 500 days to open a small bakery, getting a legal title on a vacant piece of land would take 10 years of red tape. This barrier of bad laws, poorly trained bureaucrats, inertia of the status quo, prevents people from legalizing their property and business. As a result whereas one of these types of small businesses is now India's largest company called Reliance Industries, and another Infosys is the second largest software company, most Egyptian enterprises are stuck being small and relatively poor, and do not generate jobs for the demographic surge of young people. De Soto's point is that Egypt will need good leadership to pull off this task of legal reform, and democracy alone will not be enough. Empowering the large majority of the Egyptian people operating outside the legal protections will mean giving property rights for $400 billion of assets, De Soto says. And this would unlock an amount of capital hundreds of times larger than what foreign direct investment and aid has brought to the country....