Why the Chinese and Indian approach to business—ambitious, aggressive, audacious, adaptive—could be one of their most enduring exports. They really do not take “no” for an answer.
ADI GODREJ, WHOM WE INTRODUCED in chapter 3, has a big vision. With a $7.3 billion family fortune, he is one of India’s wealthiest entrepreneurs—but he dreams of an even bigger, more diverse set of businesses.1
Sitting in his white-marble-floored office in Godrej Park, a sprawling, chaotic 3,500-acre business park in Mumbai where manufacturing takes place near mangrove forests, Godrej talks animatedly about his ten-by-ten vision: growing tenfold in ten years. He is no stranger to the ways in which the ...
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