management blog

I had the great pleasure (and privilege) of meeting Narayana Murthy, founder and now chairman of the board of Infosys, the Indian IT giant, in London this week.

Now 62 years old, he is officially retired from any executive role. But he has become “chief mentor” at the business, and is available to offer advice, experience and guidance to anyone at the company who seeks him out.

It is a rather Indian concept – not unlike the extended family in which Mr Murthy grew up. His parents and in-laws helped him and his wife bring up their own children. Now Mr Murthy is there like a parent (or grandparent!), looking over his old business.

I asked him: what explains the success of great Indian businesses such as Infosys, Wipro and the Tata group? Mr Murthy believes there are some culturally specific qualities, but also some universal ones, that lie behind the achievements.

Of course honesty, decency, integrity and a strong work ethic all matter. But these are not unique to India. It is the concept of the family which, Mr Murthy believes, perhaps sets India apart.

Family bonds are strong and intense in India. People inevitably bring that ethos to work with them, Mr Murthy says. They will work long and hard for the greater good. “I was always told, when I was growing up, that I owe everything to my family,” Mr Murthy says. “We were taught to live for others.” A certain lack of materialism, at least in the past, has also helped Indians concentrate on more important long term matters. But this tradition is coming under pressure today. Family ties are loosening too. The kids are beginning to move out much earlier than before.

Steve Tappin, the head of the CEO practice at headhunters Heidrick and Struggles, say that the best Indian business leaders combine entrepreneuralism with a deeper, moral sense of mission and purpose. Mr Murthy agrees.

It is a formidable, attractive, and winning combination.