International Investment

International Investment

 

Cheenu Seshadri shares an article that explains the ins and outs of doing business in India, including how the EODB (ease of doing business) metrics on India measure up.

When a client recently asked us if the investment climate had improved in India, we became curious ourselves and decided to dive in. Having lived through a tortuous investment climate for international investors in the telecom sector between 2009 and 2013, I knew first-hand that there were deep structural issues that could not be fixed within one-term of a business-friendly administration.

As we dug in, the first thing we came across was effusive praise in both the domestic and international media for the remarkable progress India had made in the Ease of Doing Business (EODB) ranking released by The World Bank Group annually. India had historically been in the bottom third of countries with an average ranking of 131 between 2007 and 2017. Since Prime Minister Narendra Modi made EODB improvement a key platform to communicate to the world that India was open for business, several reforms have been undertaken. The series of reforms have landed India on the top-10 improved list for 3 years in a row and it has risen from a lowly 130th in the 2017 report to 63rd in the 2020 report published in Oct 2019.

 

Areas covered include:

  • Deficiencies in the EODB metric
  • Where India stands relative to peers
  • Has the EODB improvement had an impact

 

Read the full article, India’s EODB: Is it “Easy”​ to do Business in India?, on LinkedIn.

 

Dan Markovitz reveals a common problem that lean programs often face. 

 

Boeing’s Starliner failed an important test flight two weeks ago. It was supposed to rendezvous with the International Space Station, but was unable to reach the correct orbit.  

The problem with this engineering marvel? Not the complex aerodynamics, not the critical separation from the Atlas V rocket, not the all-important re-entry heat shield. 

No, the problem was with the internal clock. The spacecraft’s internal clock became unsynced with the overall “mission elapsed timing” system, so the Starliner failed to fire its engines at the correct time to reach orbit.  

So—a $5 billion project was undone by something that your $10 Casio watch could handle. 

Does your lean program face the same problem?

 

Read the full article, Boeing Starliner Failure: lessons for your lean program, on Dan’s company blog.