After more than five years in the world of two 🇮🇳 Indian IT service providers (Cognizant and Wipro… knowing the Cognizant is HQ-ered officially in the US… but, hey, I think it is ok to call it an Indian company, or?), I’m finally taking the plunge and stepping into a new chapter as of November 1st (stay tuned for an update on Friday). It’s a transition that’s giving me both a grin and a sentimental sigh. Looking back, it’s a cocktail of admiration mixed with a few bittersweet laughs—experiences that have undoubtedly left their mark on me. In this article, I’ll share some of the more colorful observations I’ve collected along the way—some playful, some thoughtful—but all aimed at celebrating a truly remarkable culture and an unforgettable chapter in my career journey.

Reflecting on over five years with Indian IT service providers, I’m left with a set of cultural contrasts and lasting impressions—some that still make me smile. But let me start with a little disclaimer: India is a land of 1.4 billion people, and it would be ambitious (if not downright impossible) to think one person’s experiences could capture its vastness. What you’ll find here is, naturally, a blend of highly subjective anecdotes, all drawn from my personal escapades in some very specific settings. I’ll be serving up five positive and five critical thoughts—hopefully with just the right mix of humor and insight. In short, it’s far from comprehensive! But my hope is that these stories bring a smile, maybe even a spark of reflection. Read on with a dash of humor and a sprinkle of irony.

Before diving in, a big thank you to the amazing team members, clients, peers, colleagues, partners, and managers from the last 5+ years. If you are one of those unforgettable people with whom I was able to experience so many positive moments, I’m sure you know who you are—no need for name tags here. And if you’re not, well, you probably guessed that too and find yourself in some of the more critical anecdotes below 😄! It’s been an absolute honor and a pleasure working with each of you, and I wouldn’t trade a single day of this chapter for anything.

What I Came to Admire

A Tireless Work Ethic

One of the most striking features of the Indian IT landscape is its relentless work ethic. Long hours, late nights, and weekends are embraced, not as an anomaly, but as part of a commitment to the client and/or project. India’s journey from a nascent economy to a global IT hub reflects this ethos. For decades, the country has weathered economic hardship, lack of infrastructure, and various political challenges to emerge as a leader in the global IT sector. The pride and personal investment that Indian professionals bring to their work seem to mirror this broader story of national transformation.

Narendra Modi (Prime Minister of India): “Hard work never brings fatigue. It brings satisfaction.”

It’s a trait that I find deeply impressive and humbling, and it reminds me of the post-war generation in Europe and America… the generation of my mother and father. This generation also knew that you can only achieve something with hard work and discipline. And not just with 20-second TikTok postings or as influencer talking superficial about cosmetic products you barely know. A trait that the coming generations in the western world could perhaps learn from India again.

Family Values

An Indian colleague once explained to me that the “big three” investments in the life of an Indian are a house, the education of one’s children, and the wedding of one’s offspring. The house represents stability and education represents future prosperity.

Indian weddings can be astonishing for outsiders, with grand celebrations often involving hundreds(!) of guests, many of whom the couple may barely know, yet are welcomed in the spirit of community and tradition. These extravagant gatherings reveal a deep commitment to family and collective responsibility, contrasting sharply with the more intimate family events common in the West.

Jawaharlal Nehru (India’s first Prime Minister): “The family is the first essential cell of human society.”

Beyond weddings, parents hold a special, respected place in Indian society. I’ve witnessed colleagues immediately travel to India at the slightest concern for a parent’s health, feeling the deep expectation to be there in times of need. One colleague even faced criticism from siblings for not being present all the time, despite numerous family members already caring for their parents onsite in India. Such insights highlight for me a deeply ingrained respect and devotion that remains central to Indian culture. And this is great!

On the other hand, another colleague was always very scared to fly to India to visit his family, as he always had to expect to be married off. He often travelled to India without announcing himself in advance. Just to be save. Every medal has two sides… 🙂

The Last-Minute Magic

Indian IT teams have a unique brand of agility, one that seems almost magical at times. I recall numerous situations where, hours before a crucial deadline, it appeared as though the project might remain incomplete, yet somehow, everything would come together with uncanny precision. I remember once we had to deliver a proposal on a Thursday. On Monday evening, the status was a disaster. Almost nothing was ready, none of the committed deliverables were delivered in time and/or quality. But to my biggest surprise, two and a half days later, we were able to deliver a high-quality, 83-pages, detailed document to the client covering all requirements of the RfP. Please don’t ask me, how this was possible… I still don’t know…

Swami Vivekananda (Indian Hindu monk, philosopher, author, religious teacher): “Arise, awake, and stop not till the goal is reached.”

This agility isn’t just a result of individual effort; it’s a mindset, one that’s shared across teams and organizations. I’ve come to realize that it’s rooted in a collective trust in each other’s abilities and an intuitive understanding that, when push comes to shove, the job will get done. The irony is that this approach can sometimes cause anxiety among colleagues accustomed to more methodical planning (like me 😀). Still, there’s an undeniable beauty to the way these teams rise to the occasion, delivering quality work in record time.

Inspiring Women in IT

One of the most uplifting surprises during my time working for Indian IT service providers has been the remarkable presence of highly intelligent, confident women who excel in their roles. While I can’t speak to the broader societal position of women in India, within the IT sector, I’ve had the privilege of working alongside women who are not only intellectually exceptional but also carry themselves with a self-assurance and poise that is both inspiring and impressive.

Neelam Dhawan (Former Managing Director, HP India):“Women in IT are not just breaking barriers, they’re building a new ecosystem.”

The women I’ve worked alongside consistently excelled in emotional intelligence and resilience, setting themselves apart through their ability to manage complex situations, lead teams, and thrive in the demanding IT landscape. Their EQ and problem-solving skills often surpassed those of their male counterparts, infusing the team with a balance and empathy that sometimes offset some of the managerial challenges I’ve noted below.

The Unmatched Enthusiasm for Bollywood

One of the most memorable aspects of my time with Indian colleagues has been witnessing their boundless enthusiasm for Bollywood movies and music. What I remember most is an international sales kickoff—a multi-day event filled with the speeches, presentations, workshops, usual dinners and evening gatherings, with later some red wine, beer and background music setting a relaxed tone. Things took an unexpected turn, however, when a song by a very famous (albeit unknown to me) Indian singer suddenly started playing. Instantly, the entire room erupted with energy. People who had barely spoken all evening were now dancing together with abandon. Even my usually reserved colleagues from finance were singing the lyrics at the top of their lungs, almost euphorically. It nearly reached the point where some of the men might tear off their shirts in pure ecstasy—fortunately, it didn’t quite get there 🤘🎸.

Karan Johar (Director and producer): “Bollywood isn’t just entertainment; it’s a religion.”

Though I’ve never fully grasped the fascination with Bollywood, the sheer joy it brings to my Indian colleagues was a delight to witness. Their genuine enthusiasm and collective energy were infectious, creating a lively, unforgettable atmosphere that truly showcased the unifying magic of Bollywood in Indian culture.

Critical Observations

Hierarchical Thinking: The “Buckling Up, Kicking Down” Effect

One of the more challenging aspects to adapt to in Indian IT companies has been the hierarchical mindset. The structure can be quite rigid, creating a “buckling up, kicking down” effect in certain interactions. Is this true for every part of the organisation, for every manager? Of course not. But I have experienced and observed it first hand.

It’s a dynamic where deference is shown to superiors, collegiality is maintained with peers, and subordinates are managed in a way that is clearly authoritarian. While hierarchy is a natural part of any organization, it is at times heightened to an extent that stifles open communication and innovation.

Chetan Bhagat (Author): “Hierarchy is not evil; it’s the abuse of hierarchy that’s the problem.”

I saw sometimes (not always!) a management style that I call “Management by blame and fear”. It is a style where managers lead by highlighting mistakes and instilling a sense of anxiety in their teams, often using blame to deflect from their own accountability. In this environment, team members become overly cautious, focusing more on avoiding errors than on innovation or quality improvement. Managers who rely on this approach may think they’re driving discipline, but in reality, they’re creating a culture where employees are simply trying to survive rather than thrive. This mindset robs teams of the confidence to take initiative, explore new solutions, or speak up about potential improvements. Ironically, managers who lead with blame and fear ultimately lose out, as they end up with disengaged teams that perform well below their potential.

Management Skills and Self-Critique

Linked to this hierarchical thinking, another aspect that can be challenging is in some cases the limited self-critique I sometimes observed from time-to-time. I remember cases when nobody from the team (being managers themselves) caught up on a specific task from the overall manager… which is of course a problem. But instead of questioning the meaningfulness and/or clarity of the given task by the senior manager himself, the only blame was given to the team.

A good example is a small case I remember when I sent a message to one of my managers some years ago with well-intentioned suggestions for improvements. The response I expected was either some kind of agreement. Or at least some kind of respectful rejection of my ideas. Both would have been ok. Instead, I became an answer blaming me for some of my work instead of responding to my ideas… all in red letters… 😮! Is it a sign of a lack of respect if you constructively improve your Indian manager?

Mahatma Gandhi: “Honest disagreement is often a good sign of progress.”

If such lack of self-critique within some management is in place, coupled with a tendency to “note” perceived failures in formal records, it can hinder personal growth and team cohesion. A more reflective approach, where managers take a moment to assess their own role in missed targets, could foster a more constructive and supportive environment. This sensitivity to criticism, especially when directed upwards, can create a cultural barrier that inhibits growth.

Missing Process Rigidity

While agility is a definite strength (see above), a lack of structured processes can sometimes undermine efficiency. I’ve observed cases where processes were treated with a level of flexibility that, though impressive, lacked the rigor one might expect. Conversations can move at a rapid pace, skipping over critical details, which can be challenging for those accustomed to a more structured process.

“Jugaad is not just a solution; it’s a way of life.” (Jugaad = Indian concept of flexible, frugal problem-solving)

One personal experience stands out. At first glance, everything seemed to be the model of structured budgeting for the coming fiscal year. The process was kicked off early, well-organized, and seemed determined to stay one step ahead of the game—which, of course, was encouraging. But as the weeks went on, the “structure” began to unravel. First, ad hoc requests were coming from management far beyond normal scale without any pre-warning, expecting everyone to pivot without notice. Then came the deadlines, mentioned casually in side remarks, with the assumption that everyone had heard and understood—even those who weren’t in the meeting. By the end of it all, much of the groundwork entirely, management doing its own calculations that rendered the prior weeks’ efforts nearly meaningless. It was a classic case of a structured start dissolving into organized chaos, a pattern that might have been avoided with just a bit more discipline and communication.

Motivation for Local Integration

A recurring observation has been the often limited enthusiasm among some Indian colleagues to fully integrate into the country in which they work. While there are certainly exceptions—colleagues who genuinely embrace local culture and language—I’ve noticed a general reluctance to learn the local language, for instance. In some cases, learning local language was encouraged by local employers, and so it was pursued out of necessity rather than genuine interest. This lack of enthusiasm may stem partly from the fact that one can navigate business and, increasingly, even personal life quite comfortably in English.

Rabindranath Tagore (Nobel Laureate and poet): “You can’t cross the sea merely by standing and staring at the water.”

Moreover, it often feels as though the current country is viewed only as a “stepping stone” rather than a place to establish roots. Many colleagues still see the U.S. as the ultimate target or see India as their final destination, which can reduce the motivation to fully engage with the culture of countries like Switzerland or Germany. While practical, this approach misses the opportunity to create a deeper connection with the local culture—a connection that, in my view, greatly enriches both personal and professional life.

A Retreat from Localization

Same seems to become true on an organisational level. The IT industry is currently navigating tough waters, and Indian IT service providers are feeling the strain, with growth rates falling short of the double-digit figures they once enjoyed. My observation is that Indian providers are responding to this downturn by shifting back to a more „Indian“ approach in leadership and strategy. „Before localizing, our growth rates were at >20%“, seems to be a common thing. So it seems logical to go back. Recent CEO appointments at firms like Cognizant and Wipro highlight this trend, with Indian leaders once again at the helm, a shift that’s echoed in lower management tiers as well.

Narayan Murthy (Co-founder of Infosys): “Respect for local cultures is the foundation for global success.”

The move to bring in more Indian managers and roll back localization strategies could, unfortunately, distance these companies from the close client relationships they’ve built over the last years if not decades. By stepping away from localized insights and expertise, they risk weakening the client connection and market adaptability that have been essential to their success. In the long run, this shift could take them further from the customers they once worked so hard to understand and serve closely.

Finally…

India’s IT sector represents a force of nature, driven by people whose dedication, adaptability, and optimism are exemplary. I have learned much from these experiences, from appreciating the tenacity required to build an industry to understand the nuances of hierarchical and cultural dynamics.

My reflections here aim to capture a little of that magic with the respect it deserves (and perhaps a wink or two). For those who know the Indian IT scene, I hope this brings a smile, and for everyone else, maybe a dash of insight.

See you on the other side… on Friday…