Why We Keep Winning: Perspectives from the Emerging Market

Why We Keep Winning: Perspectives from the Emerging Market

Operating in the Greater China market for over a decade has been a masterclass in navigating uncharted waters. Unlike the IT outsourcing markets of the west where cost arbitrage is the primary draw, China is not traditionally seen as a go-to destination for IT & Engineering Consulting services. However, through a blend of strategy, culture, and execution, we have consistently beaten the competition. This article outlines the key principles behind our success and offers a roadmap for winning in complex, emerging markets.

1. Lean Teams: Thriving in Tough Times

Our lean operational model has allowed us to weather challenging economic cycles. By maintaining a small but highly effective team, we reduce overhead costs while increasing agility. Research supports this approach. A study by Harvard Business Review highlights that lean teams tend to outperform larger ones in uncertain markets due to their ability to adapt quickly and focus on high-priority tasks (Dyer, 2020). In the Chinese context, where rapid changes in government policies and market dynamics are the norm, our lean structure has been a strategic advantage.

2. Agility: The Daily Grind of Winning

Our mantra of daily intense and trusted engagements with customers reflects our emphasis on agility and persistence. This approach fosters strong customer relationships and keeps our pipeline active. Agility as a competitive advantage is well-documented. McKinsey & Company notes that organizations with agile salesforces see a 20-30% increase in performance compared to their peers (McKinsey ,2019). By ensuring continuous engagement with clients, we stay top-of-mind and identify opportunities faster than our competitors.

3. Network of Networks: Multiplying Influence

Building networks within networks has been instrumental in our success. In Greater China, relationships (“guanxi”) are critical to business success. Our team has mastered the art of creating interconnected ecosystems of stakeholders, ensuring that we are not just providers but trusted partners. Research by The Academy of Management Journal emphasizes that social capital—the networks and relationships that a team builds—is a significant predictor of business success (Nahapiet & Ghoshal, 1998). By nurturing these networks, we amplify our reach and influence, creating opportunities in places where others see none.

4. Brutal Execution: Winning Through Discipline

Execution is where strategies often fail. We have instilled a culture of discipline, ensuring that plans are not just made but executed with precision. This aligns with Execution: The Discipline of Getting Things Done by Bossidy and Charan, which highlights that disciplined execution is a differentiator in competitive markets. Our team’s commitment to detail—whether it’s preparing proposals, following up rigorously, or delivering on promises—builds credibility and trust with our clients.

5. Hunting in Herds: The Power of One Team

Sales teams are often characterized by internal competition, but our culture is built on collaboration. We have created an environment where mutual support trumps individual achievement. This approach is supported by research from Stanford Social Innovation Review, which shows that cohesive teams outperform competitive ones by fostering trust, open communication, and shared goals (Edmondson, 1999). In a market like Greater China, where relationships and long-term commitments are valued, this collaborative approach has been a game-changer.

6. Emerging Markets: A Unique Playground

Greater China, as an emerging market, presents unique challenges and opportunities. Unlike mature markets, where processes are standardized, emerging markets require a blend of innovation and cultural sensitivity. A study by The World Bank on emerging markets highlights that success in these regions often hinges on understanding local nuances, leveraging local talent, and being adaptive (World Bank, 2021). Our success in China stems from a deep understanding of its unique dynamics and our ability to align global best practices with local realities.

Deliberate strategy, a disciplined approach, and a collaborative culture. By staying lean, agile, and execution-focused, we have turned a traditionally difficult market into a consistent value add.

As global businesses increasingly look toward these markets for growth, the principles outlined here can serve as a playbook for success.

References

1. Dyer, J. H. (2020). "The Performance Impact of Lean Teams." Harvard Business Review.
2. McKinsey (2019). "The Agile Organization: Unlocking Performance Through Flexibility."
3. Nahapiet, J., & Ghoshal, S. (1998). "Social Capital, Intellectual Capital, and the Organizational Advantage." Academy of Management Journal.
4. Bossidy, L., & Charan, R. (2002). Execution: The Discipline of Getting Things Done.
5. Edmondson, A. C. (1999). "Psychological Safety and Learning Behavior in Work Teams." Stanford Social Innovation Review.
6. World Bank. (2021). "Doing Business in Emerging Markets."

(All views expressed are personal )

Mukesh Sharma is the Sr VP & Region Head at Tech Mahindra Greater China

He is an Indian Institute of Management Bangalore Alumni and ex Maruti Suzuki India Limited. He is an accomplished visionary executive with over 25 years of international experience spanning India, Japan, and Greater China. Adept at orchestrating business transformation and driving strategic initiatives across diverse industries, including Automotive, Aerospace, Industrial, Manufacturing, Hitech and BFSI.

Twitter (X) : Mukesh_delhi