My best friend Venuri sent me the link to this brilliant NY Times
story on repatriating Indian Americans.
As someone who has never
lived in India and finds the country bewildering and sometimes baffling, I found this article very illuminating.
It starts with the story of Mr. Ayyadurai, whose return to India from Boston presented a whole host of unexpected problems.
In June, Mr. Ayyadurai, now 45, moved from Boston to New Delhi hoping to make good on that promise. An entrepreneur and lecturer at the Massachusetts Institute of Technology, with a fistful of American degrees, he was the first recruit of an ambitious government program to lure talented scientists of the so-called desi diaspora back to their homeland.
“It seemed perfect,” he said recently of the job opportunity.
It wasn’t.
As Mr. Ayyadurai sees it now, his Western business education met India’s notoriously inefficient, opaque government, and things went downhill from there. Within weeks, he and his boss were at loggerheads. Last month, his job offer was withdrawn. Mr. Ayyadurai has moved back to Boston.
For those who go back, the reasons are often complicated, and things don't seem to be as they expect.
While several Indian-origin authors have penned soul-searching tomes about their return to India, and dozens of business books exist for Western expatriates trying to do business here, the guidelines for the returning Indian manager or entrepreneur are still being drawn.
“Some very simple practices that you often take for granted, such as being ethical in day to day situations, or believing in the rule of law in everyday behavior, are surprisingly absent in many situations,” said Raju Narisetti, who was born in Hyderabad and returned to India in 2006 to found a business newspaper called Mint, which is now the country’s second-biggest business paper by readership.
He said he left earlier than he expected because of a “troubling nexus” of business, politics and publishing that he called “draining on body and soul.” He returned to the United States this year to join The Washington Post.
I think a lot of the problem with corporate culture is that it doesn't mesh well with the unspoken and seemingly feudal tendencies of domestic hierarchies there. As the story says, directors are rarely challenged, meetings go on forever and often with no purpose, and the concept of ethics is a little fluid. Though I won't name names, I have plenty of friends who work in Indian based companies who tell me that these problems plague their work environments.
Though I haven't the energy to go very indepth with this piece, I just want to leave the reader with one last quote -- the last paragraph of this piece. It really made me crack up.
After Mr. Ayyadurai received mixed messages from the gentleman who hired him, Mr Samir Bhattachari, he was fired after promoting (publicly) his negative experiences with Indian work culture after his overtures were rebuffed at every turn. When the reporter went to ask Mr. Bhattachari about his position on Mr. Ayyadurai's abrupt firing, she got a very interesting response:
To prove his point, Mr. Brahmachari, who was two hours late for an interview scheduled by his office, read from a government guide about decision-making in the organization. Mr. Ayyadurai didn’t follow protocol, he said. “As long as your language is positive for the organization I have no problem,” he added.
As the interview was closing, Mr. Brahmachari questioned why anyone would be interested in the situation, and then said he would complain to a reporter’s bosses in New York if she continued to pursue the story.