Introduction
In March 2018, I was in Mumbai for a team meeting with Stans Kleijnen, who was then the Executive Director of the Netherlands Foreign Investment Agency (NFIA) in India. During a casual conversation after our session, Stans pulled out a copy of How India Works by Aarti Kelshikar. “This,” she said, “perfectly captures what we face every day working in India’s complex yet fascinating corporate landscape.”
It stuck with me. Not just because Stans had been one of the expats consulted by Aarti for the book, but because nearly every insight we discussed that day rang true — from navigating hierarchy to reading between the lines of a polite “yes.”
How India Works is a powerful exploration of the cultural currents that shape Indian corporate behaviour. This book dives deep into the unspoken rules, relational rhythms, and paradoxes that define Indian workplaces. In this post, I’ll unpack its key ideas, lessons, and real-world examples — especially relevant for anyone working across borders or trying to make sense of how Indian professionals operate.
About the Author
Aarti Kelshikar is an intercultural consultant with over two decades of experience across India, Singapore, and the Philippines. Her work focuses on training professionals to thrive in culturally diverse environments. Drawing on interviews with over 60 professionals — including both Indian and expatriate leaders — Aarti captures the nuances of Indian corporate life with both warmth and clarity.
Key Takeaways
- Hierarchy isn’t just structure — it’s social logic. Respect, title, and deference influence everything from emails to who speaks in meetings.
- Relationships drive results. Whether it’s closing a deal or resolving conflict, trust-building comes before task completion.
- Communication is layered. A “yes” may mean “maybe,” and silence may mean “no.” Learning to decode this is key to success.
- Jugaad isn’t chaos — it’s creativity. Indians often innovate within ambiguity, and the best leaders learn to enable (not override) this.
Chapter-by-Chapter Summary
Chapter 1: Yes Boss
Hierarchy defines behaviour. Employees won’t leave until the boss does. The book shares examples where foreign leaders mistakenly assumed team independence — when in reality, people were waiting for “permission.”
Advice: Create room for initiative by clarifying authority and expectations.
Chapter 2: The Art of Managing the Heart
Trust is personal. Emotional connections often determine performance. Small gestures — asking about family, celebrating festivals — matter deeply.
Advice: Don’t skip “small talk.” It’s often the real work.
Chapter 3: Work and Life
The personal often overlaps with the professional. Family events influence career decisions. This can be jarring to those used to strict boundaries.
Advice: Understand that life priorities may shape work patterns — plan empathetically.
Chapter 4: Shades of Grey
Ambiguity is part of the terrain. While frustrating for some, it fosters flexibility. Many processes evolve rather than follow strict SOPs.
Advice: Focus on outcomes. Allow for multiple paths as long as the goal is clear.
Chapter 5: Two Minutes!
Time is interpreted differently. “Two minutes” can mean anything. Punctuality may not always equal priority.
Advice: Use calendar discipline and checkpoint systems. Avoid assuming bad intent.
Chapter 6: One Plus Two Equals Four
Indians may take unexpected routes to solve problems. Jugaad — the culture of creative improvisation — is a survival skill.
Advice: Recognise the value of these methods instead of resisting them.
Chapter 7: Negotiating Nuances
Saying “no” is hard. You may hear “we’ll try,” when the answer is likely a no. Decisions can be slow, with many informal checks.
Advice: Be patient. Probe with sensitivity. Read between the lines.
Chapter 8: The Return of the NRI
NRIs returning home often struggle with what they perceive as inefficiency. Their global mindset may clash with local realities.
Advice: Don’t try to change everything. Start by listening and adapting.
Chapter 9: Sugar, Spice and Some Advice
This chapter offers tactical tips from senior professionals. Things like: say “thank you” more than you think you should, and use humour to soften hard conversations.
Advice: Be warm, be clear, and be present.
Chapter 10: The End of the Journey
Aarti closes by reminding us that India rewards those who approach it with openness, not judgement. There’s wisdom in the messiness.
Advice: Let go of control. Partner with people, not just processes.
Quotes Worth Noting
“Indians don’t like to say no — it’s not just politeness; it’s a way to preserve relationships.”
— Aarti Kelshikar
“You don’t manage India. You partner with it.”
— Aarti Kelshikar
My Reflections
Working in cross-border investment and advising global firms on India entry, this book felt familiar — like someone finally put words to everyday patterns we all notice but don’t always articulate.
- I’ve seen both the strengths and stumbles of multicultural teams trying to work together here.
- The chapter on hierarchy hit home — I’ve seen how it plays out not only in formal settings but even in how people queue (or don’t) at airport counters!
- If I could add anything, it’d be a deeper dive into regional differences — how South India contrasts with the North, or how tier-2 cities behave differently than metros.
Who Should Read It
- Expatriate professionals posted in India
- Indian leaders working in global teams
- NRIs considering returning to India
- Cross-cultural trainers and HR managers
- Anyone building business partnerships across borders
This book is especially relevant if you’re involved in foreign direct investment, global HR, or market entry strategy in South Asia.
Related Posts
- [The Culture Map by Erin Meyer: Summary & Reflections]
- [Why Soft Skills Matter More in Global Trade Than We Admit] (coming soon)
- [Doing Business in India: Myths, Mindsets, and Market Tips] (coming soon)
