Arindam Bhattacharya is a Senior Advisor and a BCG Henderson Institute Alumni Fellow.
Previously, Arindam led BCG in India, was a member of the global leadership team of BCG’s Industrial Goods practice and led the Industrial Goods practice in India. He was also the co-leader of BCG’s Global Advantage Initiative and a co-founder and Director of the BCG Henderson Institute.
Arindam has worked extensively as a consultant and as a researcher. He focuses on portfolio and growth strategy, and the competitiveness of industrial companies. He has worked with India’s central and state governments on a variety of topics covering both policy development (supporting a planning commission on development of a five-year plan for Indian industry) and transformation of large public systems to drive outcome (transformation of state school systems in Haryana and Rajasthan).
Arindam was a member of Confederation of Indian Industry's (CII) National Council for many years. He is member of International Advisory Council of Oxford India Center for Sustainable Development, Oxford University; a member of the International Advisory Board at the School of Public Policy, University of California San Diego; and a member of the advisory board and several expert committees set up by the government of India.
He is a coauthor of the 2008 book “Globality: Competing with Everyone from Everywhere for Everything,” which tells the story of a new era of international business competition—one in which global companies that grew up in rapidly developing economies are challenging the big, developed-country corporations that have been the globalization leaders for the last two decades.
Arindam is also a coauthor of BCG’s book, “Beyond Great,” which describes how the world has been transformed due to social tension, economic nationalism, and technological revolution. Business leaders are encouraged to go beyond great and “adopt a radical new playbook—one that helps their companies become resilient in the face of even the most volatile situations.”
Markets are fragmenting quickly. Scale and pedigree are no longer guarantees of success. To be contenders, global champions must design products differently.
Scale isn’t dead. But it’s critical to find the right balance between scale and fractal principles—and to do it before your competitors do.
Powerful forces are reshaping the global business environment. To stay competitive, companies need to evolve beyond the traditional quest for scale.
By attracting leading-edge organizations and helping them grow, governments can develop economies that thrive in an era of geopolitical, technological, and social change.
Getting ready to contend with today’s disruptive forces is hard work, and most companies have a long way to go. But the juice is worth the squeeze.
What is the secret to good decision making when reality clashes with the traditional way of doing things?
Succeeding in emerging markets is hard enough. To succeed year after year, decade after decade, is an astounding accomplishment. Here’s how some winning MNCs do it.
As digital transforms both the how and the what of global trade, companies must understand their own context, marry their digital and global agendas, and help shape policy that is economically sensible and politically robust.
The structure of the multinational company that evolved over half a century is being overhauled as organizations adopt new value propositions for a radically changing global economy.
Recent hikes in global military budgets present big growth opportunities for defense contractors. But success will require more than new weapons systems.
Despite a worldwide economic resurgence, growth in employment is mixed. Governments must capitalize on the digitally integrated global economy to create jobs.