This article examines the evolution of Indian pharmaceutical manufacturer Cipla towards producing drugs that met the quality standards of European and U.S. regulators. It employs new research in Cipla’s corporate archives, the Creating Emerging Markets database, and interviews with Cipla employees, government regulators, and public health professionals in Africa, India, Latin America, and the United States. The article argues that, along with a longstanding corporate culture of self-reliance rooted in nationalism starting from its inception in 1935, major factors in Cipla’s strategy from the 1960s through the early 2000s included the early adoption and continued use of quality control technology, along with efforts to create global goodwill for affordable, high quality generic drugs during the HIV/ AIDS epidemic of early 2000s.
This chapter contextualises the drivers of corruption in Turkish business through comparisons with Japan and India in the late 19th century. It identifies the developmental state as a common driver of corruption. Catching up by using extensive state intervention had the major downside that it has served to facilitate corruption. The operation of the developmental state may have been constrained by factors beyond the control of the state, such as shortage of funds or external pressures. Yet it is apparent that the individual measures that made up the overall strategy of the developmental state are vulnerable to exploitation by those who are involved in their implementation, while at the same time positively encouraging such manipulation. The example of 19th century Meiji Japan suggests the building of inclusive political and economic institutions. Consequent trust levels can help address the problem, but it also suggests that old habits die hard and that respect for the state and its institutions is something that cannot be taken for granted. The fact that some places, such as Singapore and Hong Kong, were able in recent decades to roll back corrupt practices is less comforting for Turkey. Turkey, like India, has not yet taken the necessary steps needed to disrupt corrupt practices. However the chapter also explores the many uncertainties surrounding the issue of corruption. The very term corruption is ambiguous, because there are many grey areas that result from variations in cultural norms. The existence of corruption does not appear to stop development. It did not stop Japan’s economic growth over the long term. It has not stopped India’s rapid growth in recent decades, which appears, if anything, to correlate with growing corruption rates since the 1970s. It would appear, though, that the more extractive the institutions of a society, and the fewer the countervailing forces of productive business enterprise, the more potential there is for negative outcomes. In the case of Turkey, corruption has not only prevented significant economic growth, but it also had negative consequences, such as poor quality building construction, and distortions, such as helping one sector of the business community grow at the expense of others. Its prevalence maybe part of the explanation why Turkey has struggled to build innovative businesses able to drive forward the development of the country and break out of the middle-income trap.
India's start-up ecosystem is amongst the largest globally, with a variety of funding options from angel investors, venture capital and corporate venture capital to debt. Classic consumer focused start-ups which look to leverage technology have been able to raise significant amounts of capital but the situation is more challenging for deep science and technology focused startups. This note focuses on these issues and the factors behind them.
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Anjali Raina is the Executive Director of the Harvard Business School India Research Centre. In her leadership role at the IRC, Anjali focuses on building and maintaining relationships with senior business leaders in the region to facilitate the work of the center in research, educational programs, community building and faculty development.
Under Anjali’s leadership, the HBS IRC has facilitated the writing of over 168 case studies on Indian Business Practice and supported half a dozen research projects. Anjali has co-authored several case studies such as Aadhaar: India’s ‘Unique Identification’ System, TeamLease: Putting India to Work (II) Legally; Pratham – Every Child in School and Learning Well; Naina Lal Kidwai: Investing in Her Country; Tech Mahindra and the Acquisition of Satyam Computers (A); HN Agri Serve : Growing Prosperity as well as an HBR Article on The Ordinary Heroes of the Taj.
Anjali wears several additional hats. She is a Director on the Board of Harvard Business Publishing, India, the Regional President (Western Region) of NHRDN, an Advisor to The Akanksha Foundation, Trustee to LIFE Trust, an Advisory Member on the Board of HBS Club of India, and on the Advisory Board of the Indian Business School.
Prior to joining HBS IRC Anjali spent 15 years with Citigroup India, most recently as Country Director, before which she worked for more than a decade with ANZ Grindlays Bank PLC. Anjali holds an MBA from the Indian Institute of Management, Calcutta, a bachelor's degree (Eng. Hons) from Loreto College and is an alumnus of HBS having completed the Advanced Management Program.