Dynamic India – Rise 4

This is the fourth and final post in our Dynamic India – Rise of the Non-Threat. This can be read as a standalone, but if you’re interested in the whole series, it can be found at www.ekalore.com/india-business

Competition and participation in global marketplaces are simple and extremely hard in different market segments at different maturities. Small brilliant teams may lead innovation in AI, software, pharmaceuticals, or specialty chemicals. In contrast, global markets for energy processing, development of electric vehicle platforms, payment transfer networks, and social media content moderation Critical mass and sheer scale.

Technological marketspaces where global innovators and Alien Invaders are transforming industries must see the judicious weeding of non-competitive enterprises. This weeding process thru consolidation, elimination of weak enterprises, and focused investment policies see needs in common with other developing/developed economies such as solar energy product production in Germany, rare earth processing for permanent magnets in Japan, and volume automotive vehicle production in the USA. This weeding process need is not unique even as it is ugly.

The ability to redistribute and refocus talent at different scales, at different costs, to new enterprises and institutions where talent can be applied is key development societal mechanism. Talent mobility, cultural acceptance, and credentials acceptance (with quality) are critical to longer term societal policies and benefits. The costs of education and training must include many paths to society realizing individual value creation/generation even as skills and credentials processes become less clear.

The Ph.D. or engineer who becomes “obsolete” must have a path to use their proven ability to think, analyze, and work with other industries or domain knowledge areas. Software developers and support for legacy computing and network structures need updating and refocusing on newer applications and systems architectures.

Institutions and governments need to enable these recovery mechanisms for society to continue to receive the benefits of investments in talent. Previously examples were cited identifying this as common in other societies with talent being transformed as fast, or faster, by product, service, or technological change.

EkaLore’s Dynamic India series focuses on the unique combination of cultural and geopolitical qualities that are powering its rise in the 21st century. You can read other Dynamic India posts at www.ekalore.com/india-business