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India’s Internet opportunity

March 2013—The country is on the verge of a huge expansion in Internet usage. If it manages its online engagement intelligently, GDP could soar.more

Editor's choice

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How multinationals can win in India

March 2012—Companies should avoid simply imposing global business models and practices on the local market.more

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Fulfilling the promise of India’s manufacturing sector

March 2012—India’s product makers have a golden opportunity to join the global big leagues. They should seize it.more

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report | McKinsey Global Institute

Manufacturing the future: The next era of global growth and innovation

November 2012—Manufacturing remains a critical force in both advanced and developing economies. But the sector has changed, bringing new opportunities and challenges to business leaders and policy makers. more

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Can India lead the mobile-Internet revolution?

February 2011—The country could become the world’s first truly mobile digital society. But grasping the opportunity requires unprecedented cooperation between the private and public sectors.more

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report | McKinsey Global Institute

Infrastructure productivity: How to save $1 trillion a year

January 2013—Just keeping pace with projected global GDP growth will require an estimated $57 trillion in infrastructure investment between now and 2030. Practical steps can reduce infrastructure spending by 40 percent—an annual saving of $1 trillion—by boosting productivity. more

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Reinvigorating a corporate giant: An interview with the chairman of India’s largest infrastructure company

March 2011—A. M. Naik describes how he established a culture of value creation at one of India’s leading companies.more

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An Indian approach to global M&A: An interview with the CFO of Tata Steel

October 2009—Koushik Chatterjee discusses the Indian multinational’s approach to outbound M&A—and its response to the global financial crisis.more

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Rethinking the model for offshoring services

September 2009—BPO providers often rely on a limited number of geographic locations, exposing themselves to unnecessary risk. They can mitigate these risks in the same way that financial managers do—by diversifying their holdings.more

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China and India: The power of complementary cultures

January 2009—Tarun Khanna says their common optimistic entrepreneurialism makes them a formidable force.more

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The material on this page draws on the research and experience of McKinsey consultants and other sources. To learn more about our expertise, please visit the Infrastructure Practice, McKinsey Global Institute, Operations Practice.