To describe an MNC as Indian, American or Japanese is a contradiction in terms. Companies may originate in a country, but once they turn MNCs, they acquire international characteristics. It is great to see MNCs of Indian origin coming of age in that respect. Tata Steel and Wipro are two such cases.
Both are companies with strong nationalist credentials. Today, Tata Steel is the world’s fifth largest producer and makes five times more steel outside India than within.
The soap-to-high tech giant Wipro also operates in over two dozen countries and is among the big four IT MNCs that grew out of India to assume global software leadership. Wipro too earns the bulk of its revenues from outside India. Invariably, an important attribute found in MNCs is the multinational composition of their management teams.
It’s, therefore, not a surprise to find an Indira Nooyi heading the table in the Pepsi boardroom along with other non-Americans, or to see a larger number of non-Dutch people among the Philips brass.
The national, ethnic and cultural diversities of people are among the factors that enrich transnational corporations. It’s not surprising that Wipro bosses call it a “historical accident” that the company has so far packed its top management teams with Indians.
The Bangalore-headquartered MNC has set its goal to be among the top ten software firms in the world in the next five years and has identified infusion of a large number of persons of diverse nationalities in management positions as an urgent task.
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