India Archives - Riccardo Paterni

18/12/2016

Internationalisation Italy to India: the effective and efficient way

On Tuesday December 13th, in Lucca – Italy, at the headquarters of Lucca Chartered Accountants and Accounting Expert Association, it has been held a workshop/seminar about the topic “India as an opportunity of international business development to embrace with awareness”. The purpose of the meeting was to raise awareness and dialogue on ways to facilitate and support Italian Small and Medium Enterprises to develop business in India to the benefit of their own growth and the growth of India itself.

The meeting was organised by the Association and in particular stimulated, lead and moderated by Pierpaolo Vannucci, Founder and Business Partner of Vannucci & Associati , a Chartered Accountants and Tax Advisors Firm that is also member to the MGI worldwide network. The International Business Development Organisation Synergy Pathways presented ideas and practices utilised to effectively and efficiently face and embrace the Indian business context from an internationalisation point of view with Sace organisation presented financial and insurance tools that enable such operations.

Synergy Pathways was represented in Lucca by Riccardo Paterni, co-founder and Project Leader, and Samit Naik live from Mumbai, co-founder and Project Leader himself. It was chosen a workshop format in order to involve at best the audience that concretely demonstrated a keen an focused interest on the subject matter. Valerio Alessandrini, coordinator of Sace Lucca, presented the services that his organisation is actively offering to enable business towards and with Indian companies.

Synergy Pathways operates in a unique way that enables effective and efficient (in terms of time, focus and finance) development of business development towards India by a business model that enabled by a solid trusted strategic operational bridge Italy-India by the two co-founders: the concrete focus on organisations and markets takes not only a macro and micro strategic approach but, in a way that represents a key relevance, a very operational one on the Indian grounds. Approach that becomes enabled also by the direct involvement of specific specialists within law, accounting and taxation topics managed by trusted, on the ground, sources as the ones belonging to the MGI international network itself.

Several key aspects surfaced supporting the contents presented through examples and integrating Synergy Pathways’ and Sace’ services as well. Specific market and policies opportunities in India were pointed out as well as the constraints given by complexities surfacing from many sources. Within these complexities it was pointed out that even in terms of demographics dynamic alone, India has reached a key point of development that seeks and needs proper, reciprocally respectful, foreign inputs.

These topics spanned also from business culture ones to the all relevant focus on nurturing relationships and sound business to develop business with a mid to long term view (there are similarities in conducting and negotiating business transactions among the two countries). The workshop format enabled many exchanges also with Samit Naik in live connection from Mumbai and set a stage for action items to actually implement debated strategies and operationally phased activities.

For further references to the Internationalisation Development activities: Synergy Pathways

06/12/2016

L’India come opportunità di crescita da afferrare con consapevolezza (seminar in Italy about foreign business development in India)

L’India è percepita da molti come un mercato di sviluppo dell’internazionalizzazione dalle potenzialità ancora inespresse. Le potenzialità sono percepite in relazione a vari fattori fra i quali: il numero di abitanti (oltre un miliardo e 200 milioni alla data attuale), la crescita economica nel corso degli ultimi anni (presente seppure non rimarchevole), il senso del business imprenditoriale all’interno di quella che è realmente la più grande democrazia al mondo, il fatto che l’inglese è sempre più diffusa come seconda lingua di uso corrente anche nel quotidiano.

All’interno di questo contesto (che già in se si presta al dibattito sotto vari punti di vista) sono presenti una serie di dinamiche riguardanti il sistema economico, sociale, legale e culturale che hanno un i
mpatto consistente in merito ad azioni di internazionalizzazione sul territorio indiano.

Ciò che serve per gestire al meglio si a opportunità che barriere è un senso di consapevolezza vissuta sia da un punto di vista strategico (visione di insieme del sistema), sia da un punto di vista operativo (concretezza operativa nel quotidiano).

Un incontro che si terrà a Lucca il 13 dicembre alle 15 (vedi immagini di presentazione) è volto ad approfondire in forma di dibattito proprio questi aspetti.

18/08/2015

Corporate India up-and-coming’s source of learning: the ‘west’ or indian tradition?

During my recent business trip to India one thing that struck me is the increasing presence of ‘western’ food chains and all in all even lifestyle. A few days ago an article on Forbes India pointed this out “Eat street: India is the new battleground for global burger chains” .

Now, going well beyond the given rhetoric relevant to the ‘western junk food’ conquering the ‘east’, I had the opportunity to observe and ponder about a spreading of western lifestyle reaching well beyond food, clothing or changing customs: something that seems to be reaching the way that many indian junior managers, moving rapidly upward within the career ladder, interpret their own corporate role. All of this is an integrated process.

Western food chains, shops, brands, music (I attended a birthday lunch in a fancy restaurant within Mumbai where the US pop music from the 70s was played non-stop!) appear to take rapidly over the corporate developing and affirmed geographical areas.

Even some of the imposing corporate buildings seem to be built in typical US fashion requiring structural maintenance after just a few years from construction. It all tends to have a flavour of pretentious, know-it all, superiority that little has to share with the humble yet determinate, firm and consistent entrepreneurial spirit typical of the indian tradition.

I begun to think that, while pundits in the US start to point out the qualities of a more balanced, health conscious, professional lives driven by ‘getting back to basics’ in learning about our inner potentials and using them at work with skill and awareness; emerging corporate India seem to be losing this kind of mindset (in actuality part of its very own tradition) heading towards what the west has been going through and it is suffering from.

India, its traditions, its culture, even its mindset (very much related to Jugaad, a skill to face reality in creative, innovative constructive ways, no matter the lack of opportunities or resources at hand – more on this topic coming up in these pages) deserve to be rediscovered, understood and valued not only by us ‘westerners’ but possibly also by the rising corporate India to avoid falling into mistakes made in the west.

A strong sense of unique identity, on key factors that now corporate west wants to integrate for sustainability, has always been an integral part of India, why miss it? why don’t leverage on it though a process of integration with the lessons learned and in the process of being learned by the west? It would be quite interesting to open a conversation with the rising corporate indian on these topics.

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20/01/2015

India, time for a definitive new course to real progress?

During the first two weeks of the year I have been travelling extensively across India with my friends and colleagues Samit Naik and Walter Sciacca (co-authors with me of the upcoming book ‘Fast Track Innovation’ www.fasttrackinnovation.it ; lots of the traveling was relevant to interviews and meetings that will be featured in the book itself ). We have spent time in several cities and we have had the opportunity to observe many things that are currently happening in India perceiving clearly a momentum for change in progress. Prime Minister Modi has coined a slogan “Make in India” focusing on the fact that manufacturing needs to get back to actually boosting a concrete economic growth. For example, companies as Mahindra (automotive) point out that this is actually happening by advertising on main national newspapers the production record that they achieved amounting to 5.000.000 units.

January 2015. Mahindra celebrating its 5 million vehicles manufactured

In addition, the educational context directly related to economic development is growing at full speed with companies clearly seeking higher level skills and talents. The focus in not only on technical subjects but also on managerial and economic ones signalling the concrete drive for an overall industrial and organizational growth.

January 2015. Organizations in India recruit at full speed on campuses

There is no doubt that something is happening; change is in the air and its progress is gradually perceivable. We have had several meetings with business people in various sectors and organizational contexts and all of them pointed in this direction. Yesterday even The Times of India has published an article highlighting the same trend “India’s growth to reach 6.3 per cent in 2016: UN report” .

Prime Minister Modi is perceived has the energetic and focused leadership driving and stimulating these changes. I am currently enjoying reading his recently published biography by Andy Marino “Narendra Modi. A political biography”, pointing out that “innovation – doing things better and smarter – engages and animates him”.

I invite everybody to get more acquainted with the way he developed his path to political prominence and is currently implementing organizational and managerial policies. The focus is set to giving the opportunity to public servants to discover and give their best rather than getting stuck within the same dynamics of stale bureaucratic routine. A kind of routine that is too often double knotted in corruption practices representing a heavy cultural and practical burden to economic development.

For good or bad, this is represents a new way to frame and manifest the organizational role of government to the concrete development of a country. No matter what kind of progress actually happens in India, or the speed of it, many of the actual managerial practices Modi utilizes over the inner working of government should be closely analysed by many other countries. Let’s stay tuned to closely observe trends, facts and outlooks.

07/06/2014

Innovation: India / Italy bridge. ‘Innovation full throttle!’ outlines the power of this connection

During the premiere presentation of the italian edition of ‘Innovation full throttle!’ (innovazioneatuttogas.it)at the press room of the Misano Adriatico (Italy) track, Samit Naik (co-founder of Synergy Pathways and author of the book Appendix) points out key concepts of of the potential of this connection to be explored.

This represent goes to the roots of a strong potential for active internationalisation Synergy Pathways develops thorough a business model leveraging upon innovation.