EkaLore’s Dynamic India posts reviews changes and opportunities available as global markets and global market leaders see transformations of industry sectors from telecommunications/Internet to energy and transportation. These posts looked at 20th Century industries and potentials to develop the core capacity and capabilities to address Indian marketplaces. Some industry sectors, notably semiconductors and military production, have not seen dramatic success. Industry-level investment in pharmaceutical production, telecommunications/Internet, and services (outsourcing) have created viable business models for Indian enterprises. In this release, EkaLore looks again at changes expanding opportunities for a Dynamic India.
India currently finds itself in an advantageous position in the global energy market. (See our article - Reliance – Making Money the Crude Way) This is the result of geopolitics, and investments started in the 2010s. Long-term investments in food security, local manufacturing, telecommunications infrastructure, technical education, and market efficiencies are ongoing. There may come high-return events for some of these sectors due to other changes in global market conditions.
India can be better prepared for global market shifts. Global market conditions in agribusiness and food must be anticipated, and countermeasures for likely shifts must be deployed soon. Ongoing rationalization in 5G/Internet access in India needs to be delivered across many geographies to gain more “network effects” from adoption. More efficient energy distribution (grid, fuels, endpoints) could create benefits across geographies and users – consumer and industrial. These are all large initiatives with public policy at the core and private monies at the action ends. Setting priorities, political and management attention, and taking actions all require collective movement – not paralysis by analysis – to act in time for countermeasures to be most efficient. A Dynamic India must act to identify, invest, and get results to see the best returns.
The changes in global conditions may be positive—such as trends to diversify global manufacturing for additional value added operations in India. The changes may be negative – such as trends to replace “back office” services and supports with “reshoring” or automation-based initiatives. Global market Indian enterprises need to effectively compete “upscale” for revenues to reduce the impacts of negative trends. An example would be to provide efficient payment processing for other developing countries, like the UPI, with lessons learned from local deployments. For Indian policy-makers, forward-policy decisions must reflect the need for timely acts and effective actions to accelerate taking advantage.
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