<p>India’s manufacturing revival is not the product of cheap labour. It is a story of discipline, technological modernisation and a younger generation of leaders who see global markets as opportunity. The evidence is mounting. Engineering goods, ranging from engines and machine tools to two-wheelers, have become the backbone of India’s export success, clocking record highs over the past year. Two firms in particular illustrate how Indian manufacturing has matured. Kirloskar Oil Engines, a stalwart of the industrial sector, has reinvented itself around innovation and quality. When India tightened emission norms for generators, Kirloskar did not lobby for leniency. Rather it re-engineered to meet the tougher standard, investing in cleaner combustion systems, better acoustics and advanced control technology. What began as domestic compliance soon became a global opportunity. The same generators now power data centres, infrastructure projects and remote installations across several continents. Kirloskar has also extended its capabilities into new domains. Its marine engine programmes validate a capacity for complex, high-reliability engineering that few Indian firms possessed a decade ago. </p> <p>Much of the credit goes to its managing director, Gauri Kirloskar, who brings a blend of financial discipline and openness to partnerships. Under her leadership, a once-traditional family enterprise has taken on the habits of a globally focused manufacturer measuring capital efficiency. If Kirloskar represents the heavy end of Indian manufacturing, TVS Motor exemplifies agility and global reach. The company’s export strategy is a case study in localisation. Instead of treating Africa or Latin America as dumping grounds for ageing models, TVS developed machines suited to local conditions – rugged roads and sparse servicing. It then built an ecosystem of spare parts, maintenance training and financing to sustain these markets. The outcome is striking. TVS now exports more than a million two-wheelers annually and is gaining share in both emerging and mature economies. The firm’s move upmarket is equally noteworthy. </p> <p>With its acquisition of Britain’s Norton Motorcycles and the expansion of its premium Apache line, TVS has shown that Indian design and engineering can appeal to enthusiasts in Europe as well as commuters in Asia. Its managing director, Sudarshan Venu, represents the new generation of Indian industrialists, globally educated and unafraid of technology bets. He has pushed digitisation on the shop floor, invested in electric mobility and built collaborative supply chains that cut across continents. Your columnist has had the privilege of knowing both families – the Kirloskars and TVS – for many years and of being counted as a friend by Atul Kirloskar and Venu Srinivasan. The current generation, represented by Gauri and Sudarshan, have blended values of craftsmanship with a global outlook. </p> <p>Several lessons emerge from their success. First, firms that treat new standards as strategic opportunities inevitably build the systems needed to compete abroad. Second, modular design and flexible manufacturing platforms make it possible to customise products for multiple markets. Third, after-sales service is no longer an obligation, it is a profit centre that binds customers for the product’s lifetime. Fourth, data and analytics have replaced intuition. </p> <p>The larger message is that Indian manufacturing has crossed a psychological threshold. Today, Indian factories run with digital twins, precision tooling and vendor scorecards indistinguishable from their counterparts in Japan or Germany. The ambition has shifted from import substitution to export leadership. Challenges remain. Logistics costs still bite, policy shifts can be impulsive and the skills pipeline needs urgent strengthening. But the trajectory is clear – engineering goods now make up more than a quarter of India’s merchandise. For other firms, the template is well-defined. Treat compliance as strategy. Invest early in capability. Build globally relevant products and robust service networks. Above all, professionalise management while retaining entrepreneurial drive. The new faces of Indian industry – Gauri and Sudarshan – among them, show what happens when tradition meets ambition. </p>
<p>India’s manufacturing revival is not the product of cheap labour. It is a story of discipline, technological modernisation and a younger generation of leaders who see global markets as opportunity. The evidence is mounting. Engineering goods, ranging from engines and machine tools to two-wheelers, have become the backbone of India’s export success, clocking record highs over the past year. Two firms in particular illustrate how Indian manufacturing has matured. Kirloskar Oil Engines, a stalwart of the industrial sector, has reinvented itself around innovation and quality. When India tightened emission norms for generators, Kirloskar did not lobby for leniency. Rather it re-engineered to meet the tougher standard, investing in cleaner combustion systems, better acoustics and advanced control technology. What began as domestic compliance soon became a global opportunity. The same generators now power data centres, infrastructure projects and remote installations across several continents. Kirloskar has also extended its capabilities into new domains. Its marine engine programmes validate a capacity for complex, high-reliability engineering that few Indian firms possessed a decade ago. </p> <p>Much of the credit goes to its managing director, Gauri Kirloskar, who brings a blend of financial discipline and openness to partnerships. Under her leadership, a once-traditional family enterprise has taken on the habits of a globally focused manufacturer measuring capital efficiency. If Kirloskar represents the heavy end of Indian manufacturing, TVS Motor exemplifies agility and global reach. The company’s export strategy is a case study in localisation. Instead of treating Africa or Latin America as dumping grounds for ageing models, TVS developed machines suited to local conditions – rugged roads and sparse servicing. It then built an ecosystem of spare parts, maintenance training and financing to sustain these markets. The outcome is striking. TVS now exports more than a million two-wheelers annually and is gaining share in both emerging and mature economies. The firm’s move upmarket is equally noteworthy. </p> <p>With its acquisition of Britain’s Norton Motorcycles and the expansion of its premium Apache line, TVS has shown that Indian design and engineering can appeal to enthusiasts in Europe as well as commuters in Asia. Its managing director, Sudarshan Venu, represents the new generation of Indian industrialists, globally educated and unafraid of technology bets. He has pushed digitisation on the shop floor, invested in electric mobility and built collaborative supply chains that cut across continents. Your columnist has had the privilege of knowing both families – the Kirloskars and TVS – for many years and of being counted as a friend by Atul Kirloskar and Venu Srinivasan. The current generation, represented by Gauri and Sudarshan, have blended values of craftsmanship with a global outlook. </p> <p>Several lessons emerge from their success. First, firms that treat new standards as strategic opportunities inevitably build the systems needed to compete abroad. Second, modular design and flexible manufacturing platforms make it possible to customise products for multiple markets. Third, after-sales service is no longer an obligation, it is a profit centre that binds customers for the product’s lifetime. Fourth, data and analytics have replaced intuition. </p> <p>The larger message is that Indian manufacturing has crossed a psychological threshold. Today, Indian factories run with digital twins, precision tooling and vendor scorecards indistinguishable from their counterparts in Japan or Germany. The ambition has shifted from import substitution to export leadership. Challenges remain. Logistics costs still bite, policy shifts can be impulsive and the skills pipeline needs urgent strengthening. But the trajectory is clear – engineering goods now make up more than a quarter of India’s merchandise. For other firms, the template is well-defined. Treat compliance as strategy. Invest early in capability. Build globally relevant products and robust service networks. Above all, professionalise management while retaining entrepreneurial drive. The new faces of Indian industry – Gauri and Sudarshan – among them, show what happens when tradition meets ambition. </p>
