Mr. Jayant Sinha

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  Published on: 1/5/2008    Last Visited: 1/5/2008  

  Global Champions from Emerging Markets by Jayant Sinha of McKinsey gives examples of companies that are developing robust, low-cost innovations in developing markets and transferring them back to developed countries.

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  But Jayant Sinha, a managing director at Courage Capital, decided the outsourcer's balance sheet lacked the kinds of disclosures he needed to make an investment.

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  "India needs to build office space equivalent to the size of Manhattan to accommodate the demand in off shoring and knowledge-based services over the next five years," said Jayant Sinha, partner at McKinsey in India. IT cities are at "breaking point", he added.

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  Her husband, Jayant Sinha, a former partner at McKinsey & Co. who has written extensively on Indian investment, also travels a lot in his role as a managing director at hedge fund Courage Capital Management.

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  "It happened in a stealthy fashion," observes Jayant Sinha, a partner in the Delhi office of McKinsey, a strategy consultancy.For a long time, he says, the likes of IBM, Accenture and EDS ignored the Indian IT services companies as "simply capturing the labour arbitrage between India and the West."
  
  Then came the dot-com bust of 2001 and 2002, and the western giants became preoccupied with their own survival."They took their eye off the ball, and when they looked up the Indian companies were suddenly right behind them," says Sinha.
  
  Today, he adds, "these [Indian] companies are really starting to inflict some hurt on the global multinationals."The hurt is being inflicted in several ways.On the one hand, the western firms are losing direct revenue to their Indian competitors.

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  But, McKinsey's Jayant Sinha is of the

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  ,Strategies That Fit Emerging Markets' by Tarun Khanna, Krishna Palepu and Jayant Sinha in the June 2005 issue of Harvard Business Review discusses the need to adapt business models to local markets or to support the development of local infrastructure to fill the gaps.
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  Global Champions from Emerging Markets by Jayant Sinha of McKinsey discusses the lessons on multinational operations that can be learnt from companies like HSBC.

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  Published on: 11/17/2004    Last Visited: 9/3/2006  

  McKinsey & Co partner Jayant Sinha says, "The problem of skill set shortage can be combated by creating certain focussed knowledge zones, as it is more a problem of quality and not of numbers.

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  Emerging Market companies such as India's Ranbaxy Laboratories and Hong Kong-based HSBC Bank may have a better springboard for going global than multinationals and firms based in rich countries, says McKinsey principal Jayant Sinha.In his February 2006 McKinsey Quarterly article entitled: "Global Champions from Emerging Markets", Sinha argues that the tough terrain of those companies' native countries hones skills in operating successfully in diverse markets.

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  As a former leader of McKinsey & Company's Global Strategy Practice, Jayant Sinha guided a study to determine the 100 universally acclaimed best companies in the world.
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  Sinha, now a Managing Director of Courage Capital Management, LLC, was among the panelists discussing the emergence of the Indian multinational firm atthe Tata India Business Conference on May 6 in Chicago.
  
  The event was organised by the South Asia Business Group at the University of Chicago, Graduate School of Business.At the panel discussion titled Rise of the Indian Multinational , Sinha, pointed out, "Given the right people and the right ideas, capital isn't a constraint any longer (in the emerging landscape of the Indian economy)".

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