Senior Partner & Managing Director, Chairman, Asia-Pacific
Mumbai - Nariman Point
Janmejaya Sinha is The Boston Consulting Group’s chairman of the Asia-Pacific region and a member of the firm's Executive Committee. He is also a member of the BCG Henderson Institute's Innovation Sounding Board, which is dedicated to supporting, inspiring, and guiding upstream innovation at BCG.
Since joining BCG in 1998, he has worked extensively with clients across the globe on a range of issues encompassing large-scale organization transformation, strategy, governance, family business issues, and operations turnaround.
Janmejaya has been a member of various committees set up by the government of India, Reserve Bank of India (RBI), and Indian Banks' Association (IBA), and he serves as chair of the Confederation of Indian Industry's Committee on Financial Inclusion. He also has been a member of the chief minister's Bihar State Industrial and Investment Advisory Council.
He was named one of the top 25 most influential consultants in the world by Consulting magazine in 2010, and he has contributed a chapter to the BCG book Own the Future: 50 Ways to Win from The Boston Consulting Group. In addition, Janmejaya is a regular speaker at the World Economic Forum, CII, IBA, FICCI, RBI, and other media events.
Prior to joining BCG, he worked with the Reserve Bank of India.
Family businesses are uniquely at risk because of likely disputes among family members. But that doesn’t have to be the case. Conflict can be identified, addressed, and mitigated so it does not disrupt operations or diminish business value.
Janmejaya shares the vision behind establishing BCG in India and the firm's role in India's development journey.
When addressing critical issues such as nutrition access, clean water, and the digital divide, multilateral solutions aren’t the only answer.
To these ten executives, success means getting employees to think like owners—and giving up small things now to get big wins later.
Conflitos decorrentes de emoções raramente são sobre questões materiais como dinheiro ou outros assuntos de interesse próprio. Esses problemas "softs" são muitas vezes mais difíceis de resolver do que as coisas "difíceis".
Conflicts arising from emotions are rarely about material issues like money or other matters of self-interest. These "soft" issues are often harder to resolve than the "hard" stuff.
Ao antecipar e abordar questões-chave, os proprietários de famílias podem reduzir o risco, gerenciar conflitos e promover a prosperidade.
By anticipating and addressing key issues, family owners can reduce risk, manage conflict, and promote prosperity.
The growth of consumer spending in China, India, and Indonesia represents a tremendous opportunity for companies willing to invest the time and effort to understand these markets.