以下文章来源于凤凰WEEKLY ，作者凯斯 凤凰WEEKLY . 有温度、有情感、有趣味 印度做题家，正在批量成为"美国 CEO "。 据统计，在去年的《财富》500强企业里，大约 有10%的CEO都是印度裔 。 印度高管上位史， 半部"美国职场厚黑学"。 而在全球排名前300个公司里，有 超过6成都选用了印度裔的高管 。这些公司包括但不限于谷歌、微软、Adobe、百事、德勤、星巴克、诺华、麦肯 锡、香奈儿...... 文 ｜ 凯斯 编辑 ｜ 章鱼 来源｜ 凤凰WEEKLY（ID：phoenixweekly） 封面来源 ｜ 凤凰WEEKLY 在全球各大商业领域，印度人都爬到了顶点。 而实现这一切，他们仅仅花了不到30年—— 印度精英能纵横欧美职场，也离不开"潜规则"的加持。 印度高中 正在"量产"美国CEO 前些日子，在接受一档播客采 访时， 现任 微软CEO、 印度裔美国企业家 萨蒂亚·纳德拉 向主持人透露：他能有今天成就，很大程度上要感谢自己在少 年时代所就读的学校—— 海得拉巴公学（ The Hyderabad Public School）。 在纳德拉口中，这所1923年建立，为3到17岁孩子提供k-1 ...

Core Viewpoint - The article discusses the rising prominence of Indian-origin executives in major global companies, highlighting that approximately 10% of CEOs in the Fortune 500 are of Indian descent, and over 60% of the top 300 global companies have Indian-origin executives [5][6]. Group 1: Education and Background - The Hyderabad Public School is identified as a significant institution producing many successful Indian CEOs, including Satya Nadella of Microsoft, emphasizing its focus on leadership education rather than just academic performance [9][12]. - The school charges annual fees ranging from 171,000 to 225,000 rupees (approximately 13,000 to 17,000 RMB), indicating it primarily serves middle-class and affluent families, similar to elite schools like Eton in the UK [15]. - The alumni network from the school plays a crucial role in career advancement, providing connections and support for graduates in their professional journeys [20]. Group 2: Mentorship and Networking - A mentorship system exists among Indian-origin executives, where established leaders are expected to guide and support younger professionals from similar backgrounds, facilitating their entry into management roles [22][26]. - This mentorship culture is institutionalized through organizations like TiE, which encourages successful Indian entrepreneurs to mentor newcomers, thereby strengthening community ties and professional networks [26][27]. - The article notes a trend of Indian professionals transitioning from business to politics, forming groups to influence immigration policies and support political newcomers [27]. Group 3: Challenges and Criticism - Despite the success of Indian-origin executives, there are criticisms regarding their performance, with some suggesting that their ability to communicate effectively often overshadows actual results [30]. - Recent trends indicate a split in the fortunes of Indian executives, with many facing layoffs despite the rise of new talent, suggesting a need for tangible results in a changing business environment [32]. - The article concludes that while Indian executives have thrived in the past, the current market demands more than just effective communication; it requires decisive action and proven capabilities to adapt to evolving challenges [32].

Core Insights - The article discusses the rising influence of Indian-origin executives in major global companies, highlighting that approximately 10% of CEOs in the Fortune 500 are of Indian descent, with over 60% of the top 300 global companies employing Indian executives [1][2]. Group 1: Education and Background - The Hyderabad Public School is identified as a significant contributor to the success of Indian executives, producing numerous leaders for multinational corporations like Microsoft and Adobe [3][4]. - The school emphasizes leadership education over mere academic performance, aiming to cultivate leaders across various fields [3][4]. - The tuition fees for the Hyderabad Public School range from 171,000 to 225,000 Indian Rupees (approximately 13,000 to 17,000 RMB), indicating that it primarily serves middle-class and affluent families [5][6]. Group 2: Networking and Mentorship - A strong alumni network plays a crucial role in the career advancement of Indian executives, providing support and opportunities for collaboration [6][9]. - The "mentor system," referred to as "passing the torch," is prevalent among Indian executives, where established leaders help guide and promote younger Indian professionals within organizations [9][10]. - Organizations like TiE have institutionalized this mentorship model, requiring successful members to mentor newcomers, thereby fostering a supportive community [10]. Group 3: Cultural Dynamics and Challenges - The close-knit nature of the Indian professional community in the U.S. has led to perceptions of exclusivity, causing discomfort among non-Indian colleagues [11]. - Criticism has emerged regarding the effectiveness of Indian executives, with some suggesting that their ability to present well may overshadow actual performance [12][13]. - Recent trends indicate a divide, where new Indian executives are rising while older ones face layoffs, suggesting a shift in the expectations of leadership effectiveness in the evolving business landscape [13].

Group 1 - Approximately 10% of CEOs in the Fortune 500 are of Indian descent, and over 60% of the top 300 global companies have Indian executives [1][3] - The rapid rise of Indian professionals in Western workplaces is attributed to their strong educational background, work ethic, and values of teamwork [3][4] - The Hyderabad Public School is highlighted as a significant institution producing many top executives, including the current CEO of Microsoft, Satya Nadella [4][6] Group 2 - The school emphasizes leadership education rather than solely academic performance, allowing students to explore various career paths [8][10] - The annual tuition for the Hyderabad Public School ranges from 171,000 to 225,000 rupees (approximately 13,000 to 17,000 RMB), making it accessible primarily to middle-class and affluent families [10][12] - Alumni networks play a crucial role in career advancement, providing support and opportunities for job referrals among graduates [12][15] Group 3 - A mentorship system, referred to as "passing the torch," exists among Indian executives, facilitating the promotion of younger Indian professionals within companies [17][18] - Successful Indian executives often help their peers navigate corporate hierarchies and provide opportunities for visibility to higher management [19][22] - The TiE organization formalizes this mentorship culture, requiring successful members to mentor newcomers [24] Group 4 - Despite the success of Indian executives, there are concerns about a perceived insularity and exclusivity within their networks, which can alienate non-Indian colleagues [26][27] - Criticism has emerged regarding the effectiveness of Indian executives, with some suggesting that their communication skills may overshadow actual performance [27][28] - Recent trends show a dichotomy where new Indian professionals are rising, while many established Indian executives face layoffs, indicating a shift in corporate needs [29][30]