India has a unique opportunity illustrated by why Stellantis picked India for a development and engineering center. The key assumptions lead to specific advantages if these opportunities can be taken by combined actions of enterprises, governments, and talented people.
Enterprise level concerns are addressed by the structure and scheduling for higher level functions to be developed and delivered. Spreading the software centers in different States widens the pool to access more talent in more urban areas. Conditions seen as disadvantages from mature markets are seen as advantages in Indian contexts. The lack of EV/NEVs is seen as supporting high potential sales growth as an example. The key assumptions, and advantages of a Dynamic India, are:
A) The available talent pool is larger for good value for money in India. Indian talent pools are steadily developing young talent with experience gained from other global efforts developing more senior staff.
B) The talent pool can provide people at multiple levels of engineering knowledge and know-how. History has brought outsource contracts, long-term development of local engineering experience, and developed know how.
C) The talent pool is dispersed requiring good process coordination across language (documentation) dialects and some communications mirroring the global needs of Stellantis. India is naturally dispersed geographically and across culture/language groups already putting a premium on operating in ways needed by Stellantis.
D) Teams can be ramped and build upon existing, and hired, talent to conduct operations. Labor mobility, even with limits, is large enough to offer a wide selection of talents in each of the geographic areas to ramp staff in the centers.
E) The teams and operations can be conducted at scale for development of concept models, testing, prototyping. Experience from outsourcing operations at scale have demonstrated the capability and capacity to operate and deliver under schedule pressure.
F) Attractive conditions, and labor mobility will ease somewhat, allow hiring strongly motivated staff.
G) Market opportunities in India are big enough to enable Stellantis to gain substantial share as the green energy transformation brings new competitive conditions and requirements.
H) Experience and desirability of connected services in India will lead global market
acceptance with one of the largest populations of Internet users operating with common networking costs, payment networks, compelling content, and social acceptance.
EkaLore has detailed the unique conditions in a Dynamic India enabling the forward opportunities in technology development and global leadership. Combining the concurrent changes sets up colossal opportunities. The changes build cross global macroeconomics, waves of change in technologies, transformational changes for green energy, and talent demographics. A key success factor will be government and commercial policies supporting the success of the country. The success of individual global enterprises will depend on their own factors and the market. The success of a Dynamic India will depend on its people.
For additional analysis and notes on a Dynamic India see
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