Last Updated:
Emerging economic powerhouses script a new playbook for growth, governance and scale.
The first panel discussion, ‘500 to 5000 Cr: Regional to National & Global’, featured leaders from sectors such as pharmaceuticals, consumer durables and agri-value chains who shared their experiences of scaling.
India’s economic trajectory is increasingly being shaped by enterprises that originated outside the country’s major metropolitan centres. As supply chains diversify, access to capital expands, and regional consumption strengthens, many businesses are beginning to operate beyond their traditional geographic boundaries.
These developments formed the context for Bharat Business Unlocked, a forum presented by Deloitte in association with CNBC-TV18 in Ahmedabad. The event brought together founders, entrepreneurs and advisors to examine an important question: how can regional businesses progress from local success to national and ultimately global scale?
Setting the Context
In his keynote address, Rajiv Bajoria, Partner at Deloitte India, noted a structural shift in India’s growth pattern. He observed that the next phase of expansion is likely to be driven by Tier-2 and Tier-3 cities, citing Ahmedabad as an example of rising economic potential. He added that key considerations for the future include the pace of this growth, its sustainability and the competitiveness of businesses operating in these regions.
Playbook for Scaling Up
The first panel discussion, ‘500 to 5000 Cr: Regional to National & Global’, featured leaders from sectors such as pharmaceuticals, consumer durables and agri-value chains who shared their experiences of scaling.
Vishal H Rajgarhia, founder & director of Finecure Pharmaceuticals, described their approach to entering global markets by moving beyond India’s traditional role as a low-cost producer. He highlighted the company’s focus on niche products aimed at unmet medical needs and pointed to broader industry shifts toward complex generics, biosimilars and higher-value offerings. He also noted that their global strategy includes collaborating with local distributors to strengthen supply and market networks.
Focusing on innovation, Nrupesh Shah, MD of Symphony, discussed how the organization emphasizes product redesign, patents and design-led improvements. According to him, sustaining leadership requires maintaining a pace of innovation that exceeds the rate of imitation.
From an operational standpoint, Shrenik Chowdhary, director at GrainSpan Nutrients, outlined three principles that have guided their scale-up journey: integration, systems and diversification. He emphasized that in commodity-linked sectors with fluctuating margins, factors such as strong supply chains, long-term farmer relationships and diversified product lines play a critical role in supporting growth and profitability.
Amit Jain, Partner – Strategy, Risk and Transactions at Deloitte India, shared his perspective, that companies aiming to grow must undergo a mindset shift—from founder-driven, instinctive decisions to data-backed, structured decision-making. He also highlighted common technology-related challenges, such as overinvestment in systems that are underutilised and insufficient training for employees. He suggested that companies should prioritize selecting appropriate technologies and ensuring effective adoption.
The discussion also addressed themes relevant to organisations planning to scale: technology investments, readiness for external funding, institutionalisation, governance frameworks, operational discipline, timing of expansion, regulatory compliance, brand building and capital structuring through debt, equity or strategic partnerships. A shared view among the panelists was that scaling requires clarity of strategy, disciplined operations and management structures capable of handling greater complexity.
Legacy, Succession and Generational Transitions
The fireside chat shifted the focus to family business succession. In the session titled ‘Succession Without Disruption’, Behram Mehta, founder of Aava Natural Mineral Water, and Avanti Mehta, representing the next generation, discussed the balance between continuity and change.
According to Behram Mehta, succession is closely linked to legacy and trust. He noted that the durability of a family business depends on whether the brand continues to retain trust after the founder’s active involvement ends. In his view, a successful transition allows the business to evolve while maintaining core values.
Avanti Mehta, describing her own entry into the business, stated that the next generation must first understand the foundations established by earlier leadership before making changes. She observed that different generational perspectives are natural and can contribute positively by helping the business adapt while staying aligned with its original principles.
A Changing Landscape in Indian Entrepreneurship
Across discussions on strategy, systems and succession, a consistent theme emerged: India’s next wave of business leadership is increasingly coming from regions beyond established economic centres. These enterprises are combining regional origins with broader aspirations, founder-driven energy with professional structures, and legacy values with modern governance practices.
As a result, the future of Indian enterprise is likely to be shaped not only by companies based in major metros but also by regional businesses that scale significantly through structured growth and long-term vision.
April 20, 2026, 4:16 PM IST
Read More
Source link
[ad_3]
