That's the human dilemma of economic success. But sound management means being able to buy the best worldwide, even in defence, and not being content with shoddy goods just because it's desi. A thrusting 'Make in India' campaign holds the danger of cutting India off from the world. The psychological fall-out of import substitution is even more crippling. I don't know how the 'Latin American structuralism' advocated by Raúl Prebisch, Hans Singer and others affected people, but the 'craze for phoren', Vidya Naipaul rightly mocked, was part of the price India paid for trying to save foreign exchange through enforced self-sufficiency.
It produced all manner of psychological quirks. When my son was even younger and we hadn't gone to Honolulu, I happened to tell a school friend of his that he was looking nice. The chubby nine-year-old son of a rich Kolkata trader thought I meant his clothes. "This is only Indian," he piped. "I have many foreign shirts!" The roaring black market throve on such complexes. Even "export rejects" were desperately demanded.
All this came back to me listening to Y C Deveshwar, ITC chairman, talking about the 'Make in India' campaign. ITC faced a major challenge in 1982 when the Forest (Conservation) Act prompted Andhra Pradesh to renege on a contract to supply wood. The company could have imported pulp from Brazil or Indonesia or set up pulping plants there, but both would have meant exporting jobs. So, it went in for tree farming instead.
Other companies might find that solution too expensive or lengthy. But I am not sure one should worry about jobs instead of productivity. That could lead to a situation like Gujarat where at one time job creation meant engaging peasants to build earthen dams that the next rains washed away. If Brazilian or Indonesian pulp reduced costs and increased profits, it might foster supplementary manufacturing and create more jobs. There's a patriotic ring about import substitution, but we all know of imports being banned not to facilitate the swadeshi industry but to enrich monopolists whose clout depends on handsome payments to the ruling party. The system was abused from the other end, too. I knew Lancashire mill owners who were trained in their youth to make coarse dhotis and saris that looked like khadi.
Even assuming everything works perfectly without cheating - which is impossible to imagine - 'Make in India' would be a wasteful exercise in bombastic nationalism. Governments can forbid foreign retail sellers; they can't prevent foreign goods flooding markets. Many stalls in Kolkata's Hogg Market have replaced books, magazines, tobacco and dried fruit with tawdry artifacts from Bangkok and Singapore. One reason why China's special economic zones boomed while ours languished was the hungry domestic market on the doorstep. Indian consumers weren't fussy about quality or packaging; they also saved manufacturers transport costs.
Globalisation means making optimum use of the factors of production. My mother's Wilkinson (hallowed English sword-makers) scissors were made in Finland; my Olivetti typewriter came from Spain. My breakfast eggs in Singapore were probably Indonesian. Peter Drucker, the American management guru of Austrian-Jewish lineage, touched on the human aspect when he wrote "Globalisation is not an economic event; it's a psychological phenomenon."
He cited a West African wood carver who made masks just like his ancestors but using Western technology's latest tools. He lived in a mud hut in his tribal village in a country that was officially 'underdeveloped' but had TV and a motorbike. He sold his carvings through art dealers in Paris and New York. "His aesthetics owe as much to the German Expressionists and to Picasso as they owe to his own West African ancestors," Drucker added.
That's the face of the future. In a country as large and diverse as India, it can be managed with adroitness so that children needn't imagine that milk, eggs and meat originate in supermarkets. A coercive 'Make in India' campaign could unmake India.
You’ve reached your limit of {{free_limit}} free articles this month.
Subscribe now for unlimited access.
Already subscribed? Log in
Subscribe to read the full story →
Smart Quarterly
₹900
3 Months
₹300/Month
Smart Essential
₹2,700
1 Year
₹225/Month
Super Saver
₹3,900
2 Years
₹162/Month
Renews automatically, cancel anytime
Here’s what’s included in our digital subscription plans
Exclusive premium stories online
Over 30 premium stories daily, handpicked by our editors


Complimentary Access to The New York Times
News, Games, Cooking, Audio, Wirecutter & The Athletic
Business Standard Epaper
Digital replica of our daily newspaper — with options to read, save, and share


Curated Newsletters
Insights on markets, finance, politics, tech, and more delivered to your inbox
Market Analysis & Investment Insights
In-depth market analysis & insights with access to The Smart Investor


Archives
Repository of articles and publications dating back to 1997
Ad-free Reading
Uninterrupted reading experience with no advertisements


Seamless Access Across All Devices
Access Business Standard across devices — mobile, tablet, or PC, via web or app
