Today, this verse appropriately describes nascent patriotic passions as more skilled, overseas educated, well-paid non-resident Indians journey back to India. It is not misplaced patriotism causing the change, but informed pragmatism that is dictating the decision. Winds of globalization have propelled India to the edge of a golden opportunity to be leaders in the new world economy.

As India and China emerge as the biggest growth engines for the global economy, the fact that non-resident Indian's patriotism will play a leadership role in India's claim of the new economy isn't completely unfounded. The question to consider is whether India can set the agenda for the new economy and not merely participate in it. Will Indians be able to hone their managerial and interpersonal skills to not only survive and thrive in geographical and cultural environments, but more importantly, lead in them?

Allow me to illustrate. Growing numbers of Indian businesses are spreading their operations outside India and building subsidiaries that utilize local talent while fusing Western work cultures, policies and management techniques with Indian value systems. Simultaneously, more American and European companies are expanding their presence in India and endeavoring to recruit their dream talent pool there.

While the two models seem distinctly opposite in the management and HR challenges they face, both are ultimately converging towards the same reality - the need to create global managers that can not only survive but set a course in diverse geographical and cultural environments. An Indian company expanding beyond its shores needs to find or develop managers who can lead local teams and are mindful of cultural nuances while doing business in a foreign country. American, European and other foreign companies face intense competition and must find managers ready to work in India and train local Indian talent in best practices and company policies without discouraging initiative and innovation from the local team.
Companies today, whether a young Indian company with global aspirations or a foreign multinational basing in India, are no longer entering incremental overseas markets in a global attempt. Rather, companies are considering markets outside their home or geographic neighbors, largely to access scarce resources. The scarcest of these is undoubtedly human intellectual capital. As global boundaries shrink and communication channels become real time, a strong demand for true "global executives" will exist.

In the 1980s and 1990s, American, European and Japanese companies defined the global game rules. Interestingly, this scenario is quickly changing as the information economy begins to define "rules of the game". Competition has emerged from developing countries like India. Whole industries are born globally, particularly the information-based, knowledge-intensive service economy, along with the need for true global managers.

Naturally, this is where I see skilled non-resident Indian and local Indian professionals playing a greater role in setting the agenda, not just for India but also for the entire "New Global Economy". Our natural talent, multi-cultural outlook, proficiency in the English language, rich educational background and adaptability gives Indians an almost unfair advantage. It's these advantages, coupled with the fact that the growth engine of the new world is being driven from Asia that is firing the imagination and desire of returning non-resident Indians in large numbers.

But moving back to India is just the beginning of a whole new chapter and set of unique challenges. Returning NRI managers often have to contend with the fact that their mandate is no longer just to manage a frontier post in the East and grow the local market. They now operate in a business world of deepening connections between individuals, organizations and personalities unperturbed by geographical boundaries. They need to be technically adept yet culturally sensitive, familiar with corporate rules but flexible enough to bend them when necessary. Above all, they must be articulate enough to get their message across to stakeholders who may be working across many time zones.

Do Indian managers and skilled Indian professionals returning to India have the desired capabilities that will help them operate on a global stage not merely as participants, but also as industry thought leaders?