Competitiveness of Nations and Regions:

The New Learning

Professor Michael E. Porter

Harvard Business School

New Delhi,
May 25th, 2017
This presentation draws on ideas from Professor Porter’s books and articles, in particular, Competitive Strategy (The Free Press, 1980); Competitive
Advantage (The Free Press, 1985); “What is Strategy?” (Harvard Business Review, Nov/Dec 1996); On Competition (Harvard Business Review, 2008);
and “Creating Shared Value” (Harvard Business Review, Jan 2011). No part of this publication may be reproduced, stored in a retrieval system, or
transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Michael E. Porter. For
further materials, see the website of the Institute for Strategy and Competitiveness, www.isc.hbs.edu, and FSG website, www.fsg.org.
 Prosperity Performance
PPP-Adjusted Real GDP Low and Lower Middle Income Countries
per Capita, 2016
($USD at 2005 prices)
$9,000
High but Declining Average Prosperity Growth: +2.9% High and Improving

$8,000 Armenia
Georgia
Nigeria
El Salvador Swaziland
$7,000 Ukraine Guyana
Morocco Bhutan
Samoa
Guatemala Philippines
$6,000 Bolivia
Ghana India
Congo
$5,000 Vietnam Sudan Uzbekistan
Pakistan (Brazzaville) Laos
Honduras Moldova
São Tomé Average Real GDP per
$4,000
and… Kyrgyz Capita: $3,671
Republic
Côte d'Ivoire Cambodia
$3,000 Vanuatu Zambia Djibouti
Bangladesh
Mauritania
Cameroon Kenya
Central African Republic Tanzania Papua New Guinea
(-3.8%, $505) Senegal Lesotho Tajikistan Mali
$2,000 Nepal Uganda
Madagascar Haiti Benin Ethiopia
Gambia Solomon Islands Rwanda
Chad
Comoros Eritrea Burkina
$1,000 Sierra Mozambique
Guinea
Faso Leone Malawi
Burundi Liberia
Niger Congo (D.R.)
Guinea-Bissau
Low and Declining Low but Improving
$0
-2% -1% 0% 1% 2% 3% 4% 5% 6% 7% 8%
Growth in Real GDP per Capita (PPP $US at 2005 prices), CAGR, 2006-2016
Source: EIU (2015), authors calculations.
Note: Low and Lower Middle Countries according to World Bank Income Groups based on GNI per capita.
20170525—India Competitiveness 2 Copyright 2017 © Professor Michael E. Porter
 What is Competitiveness?
A nation or region is competitive to the extent that firms operating there
are able to compete successfully in the national and global economy
while maintaining and improving wages and living standards for the
average citizen

• Competitiveness depends on the long-run productivity of a location

as a place for firms to do business
- Productivity of existing firms and workers
- High participation of citizens in the workforce
• Competitiveness is not:
- Low wages
- A weak currency

• Successful economic development requires improving competitiveness

20170525—India Competitiveness 3 Copyright 2017 © Professor Michael E. Porter
The Dual Challenges of Development

Economic Social
Development Development

• There is a powerful connection between economic

and social development

• Improving competitiveness requires improving

economic and social conditions simultaneously
20170525—India Competitiveness 4 Copyright 2017 © Professor Michael E. Porter
 India in 2017
• India has made significant economic progress over
the last few years, despite a challenging global context
− Robust growth of GDP, prosperity, and productivity
− Rising FDI inflows and exports
− Falling poverty

• Policy choices have begun to address some of India’s

deep-seated structural challenges
− Sustainability of macroeconomic policies
− Effectiveness of public programs
− Corruption
− Upgrading specific elements of the business
environment such as infrastructure, skills, business
regulations
20170525—India Competitiveness 5 Copyright 2017 © Professor Michael E. Porter
 The Path Ahead
•India has a promising future, but multiple
weaknesses and distortions remain that will
require time and determined action to overcome
– E.g. high informality, bureaucratic complexity, limited
access to capital, public education and infrastructure
deficits

•Reaching India’s full potential, both domestically

and in the global economy, requires:
– a shared understanding of competitiveness
– a coherent strategy
– excellence in implementation
20170525—India Competitiveness 6 Copyright 2017 © Professor Michael E. Porter
 What Determines Competitiveness?

Endowments

• Endowments, including natural resources, geographical location,

population, and land area, create a foundation for prosperity, but
true prosperity arises from productivity in the use of endowments
20170525—India Competitiveness 7 Copyright 2017 © Professor Michael E. Porter
 What Determines Competitiveness?

Macroeconomic Competitiveness
Human Development
Sound Monetary
and Effective
and Fiscal Policies Public Institutions

Endowments

• Macroeconomic competitiveness sets the economy-wide

context for productivity to emerge, but is not sufficient to
ensure productivity
20170525—India Competitiveness 8 Copyright 2017 © Professor Michael E. Porter
 What Determines Competitiveness?

Sound Monetary
and Fiscal Policies
Macroeconomic Competitiveness
Human Development
Sound Monetary
• Fiscal Policy: and Fiscal Policies
and Effective
Public Institutions
Public spending aligned
with revenues over time
• Monetary Policy: Endowments
Low levels of inflation
• Economic
Stabilization: Avoiding
structural imbalances
and cyclical
overheating

20170525—India Competitiveness 9 Copyright 2017 © Professor Michael E. Porter

 What Determines Competitiveness?

Human Development
and Effective
Public Institutions
Macroeconomic Competitiveness
Sound Monetary
Human Development • Human Development:
and Effective
and Fiscal Policies Basic education, health
Public Institutions
care, equal opportunity
• Rule of Law:
Endowments Property rights, personal
security, and due process
• Government Institutions:
Stable and effective public
and governmental
organizations and
processes

20170525—India Competitiveness 10 Copyright 2017 © Professor Michael E. Porter

 How Do We Measure Development

Economic
Development Social
Progress
GDP per Capita

20170525—India Competitiveness Copyright 2017 © Professor Michael E. Porter

11
 Social Progress Index Framework

Social Progress Index

Basic Human Needs Foundations of Wellbeing Opportunity

Nutrition and Basic Access to Basic Personal Rights

Medical Care Knowledge
Personal Freedom
Water and Sanitation Access to Information and Choice
and Communications
Shelter Inclusion
Health and Wellness
Personal Safety Access to Advanced
Environmental Quality Education

20170525—India Competitiveness 12 Copyright 2017 © Professor Michael E. Porter

 Social Progress 2005-2016

20170525—India Competitiveness Copyright 2017 © Professor Michael E. Porter

 What Determines Competitiveness?
Microeconomic Competitiveness
Sophistication
Quality of the
State of Cluster of Company
Business Operations and
Development
Environment Strategy

Macroeconomic Competitiveness
Human Development
Sound Monetary
and Effective
and Fiscal Policies Public Institutions

Endowments

• Productivity ultimately depends on improving the

microeconomic capability of the economy
• Many things matter; there is no silver bullet

20170525—India Competitiveness 14 Copyright 2017 © Professor Michael E. Porter

 What Determines Competitiveness?

Microeconomic Competitiveness The internal skills,

capabilities, and
Quality of the Sophistication management
National State of Cluster of Company
Business Development Operations and
practices that enable
Environment Strategy companies to
achieve higher levels
of productivity and
Macroeconomic Competitiveness innovation

Human Development
Sound Monetary
and Effective
and Fiscal Policies
Public Institutions

Endowments

20170525—India Competitiveness 14 Copyright 2017 © Professor Michael E. Porter

 What Determines Competitiveness?
The quality of the
business
Microeconomic Competitiveness
environment that Quality of the Sophistication
supports company National State of Cluster of Company
Business Development Operations and
productivity, Environment Strategy
innovation, and
growth
Macroeconomic Competitiveness
Human Development
Sound Monetary
and Effective
and Fiscal Policies
Public Institutions

Endowments

20170525—India Competitiveness 15 Copyright 2017 © Professor Michael E. Porter

Improving the Quality of the Business Environment
The Diamond Model
Context
for Firm
Strategy
and Rivalry

• Local rules and incentives that

encourage investment and productivity
– e.g. incentives for capital investment,
Factor IP protection Demand
(Input) – Sound corporate governance Conditions
Conditions and accountability
• Open and vigorous local competition
• Improving access to high quality − Openness to competition
− Strict competition laws • Sophisticated and demanding local
business inputs needs
– Qualified human resources – e.g., Sophisticated demand in the
– Capital availability private sector and government
Related and
– Physical infrastructure – Strict quality, safety, and
– Scientific and technological
Supporting environmental standards
infrastructure Industries
– Administrative and regulatory
infrastructure • Availability and quality of suppliers and
supporting industries

• Many things in the business environment matter for competitiveness

• Successful economic development is a process of successive upgrading, in which the
business environment improves to enable increasingly sophisticated ways of competing
20170525—India Competitiveness 17 Copyright 2017 © Professor Michael E. Porter
 Improving the National Business Environment
Peru, 2012
Context
for Firm
Strategy
and Rivalry

+ Openness to foreign investment,

Factor
(Input)
Conditions
+ Abundant resources: mineral, agricultural,
fishing, and cultural
+ Advantageous location
+ Improving administrative infrastructure
± Sound banking system, but high interest
spreads and limited venture capital
availability
– Poor physical infrastructure
– Low skill levels in the labor force,
mismatch with demand
– Weak university-industry research
collaboration
– Few high-quality research and scientific
institutions
trade, capital flows
+ Improvements in investor protections
± Efforts to strengthen competition policy Demand
– Rigidity of employment
Conditions
– Difficulty in business formation
– Low intensity of local competition
– High Informality of the economy
+ Improving consumer protection
regulation
± Improving sophistication of local buyers
Related and − Weak environmental standards
Supporting enforcement
Industries
– Limited local suppliers and
supporting industries
– Shallow clusters

20170525—India Competitiveness 17 Copyright 2017 © Professor Michael E. Porter

 Business Environment Quality
Ease of Doing Business Rankings, India
Ranking, 2017
(vs. 190 countries)
200
190 Favorable Unfavorable
180
170
160 India’s
150 GDP
per capita
140 rank: 117
130
120
110
100
90
80
70
60
50
40
30
20
10
0

Source: World Bank Report, Doing Business (2017)

20170525—India Competitiveness 19 Copyright 2017 © Professor Michael E. Porter
 What Determines Competitiveness?
Geographic
concentrations of
Microeconomic Competitiveness firms, suppliers, and
Quality of the Sophistication related institutions in
National State of Cluster of Company particular fields (e.g.
Business Development Operations and
Environment Strategy tourism, automotive)
that enable
productivity and
innovation
Macroeconomic Competitiveness
Human Development
Sound Monetary
and Effective
and Fiscal Policies
Public Institutions

Endowments

20170525—India Competitiveness 19 Copyright 2017 © Professor Michael E. Porter

 What is a Cluster?
Tourism Cluster in Cairns, Australia
Public Relations & Local Retail,
Market Research Travel Agents Tour Operators Health Care, and
Services Other Services

Food Local
Suppliers Attractions and Transportation
Hotels Activities
e.g., theme parks,
casinos, sports
Property Souvenirs,
Services Duty Free

Airlines,
Restaurants Banks,
Maintenance Cruise Ships
Foreign
Services
Exchange

Government Agencies
Educational Institutions Industry Groups
e.g. Australian Tourism
e.g. James Cook University, e.g. Queensland Tourism
Commission,
Cairns College of TAFE Industry Council
Great Barrier Reef Authority
Sources: HBS student team research (2003) - Peter Tynan, Chai McConnell, Alexandra West, Jean Hayden
20170525—India Competitiveness 20 Copyright 2017 © Professor Michael E. Porter
Pharmaceutical Cluster in Andhra Pradesh
Suppliers Government, Regulatory, Quality
International Institutions
Chemical Suppliers Government
(US FDA, EDQUM in Europe, ISO, ICH,
(Central, State, Patent Office)
GLP, GCP, etc.)
Printing & Packaging
Material Suppliers

Pharma Machinery Pharmaceutical Companies Distributors /

Manufacturers (MNCs, Domestic Companies, SOEs) Customers

Law Firms CFA and Stockists

Formulation Contract
Bulk Mfg.
Mfg. R&D
Testing Hospitals
Laboratories

Pharmacies
Supporting Related Industries Institutions for Collaboration
Industry Pharma Resellers
Medical Education &
IT / ITES
Energy Devices Research Industry
(Pharma Associations Marketers, BDS &
Transportation Medical Colleges; (BDMA, OPPI, Agents
& Logistics Tourism Health Research Inst. - NDMA,
Insurance NIPER, CCMB, PASS etc) Multi-lateral Agencies
Financial Inst. Agribusiness IICT etc) (e.g. WHO)

Source: MOC Student Project 2013

20170525—India Competitiveness 22 Copyright 2017 © Professor Michael E. Porter
 Why Clusters Matter?
Research Findings

• Job growth

• Higher wages

• Higher patenting rates

• Greater new business

formation, growth and survival

• Resilience in downturns

• Build on the region’s existing and emerging clusters rather than chase hot fields
• Economic diversification occurs within clusters and across related clusters
Source: “Clusters and the Great Recession” by Mercedes Delgado, Michael E. Porter, and Scott Stern (2014), “Clusters, Convergence, and Economic Performance” by Mercedes Delgado,
Michael E. Porter, and Scott Stern (2012), “Cluster and Entrepreneurship” by Mercedes Delgado, Michael E. Porter, and Scott Stern (2010); “The Economic Performance of Regions” by
Michael E. Porter (2003)
20170525—India Competitiveness 22 Copyright 2017 © Professor Michael E. Porter
 India’s Exports by Traded Cluster
World Export
Market Share, 2015
7.00%
7.00%
Change in Overall
Export Growth Jewelry, Precious
Computer and 2005-2015: +0.874% Metals and Collectibles
Communication (+1.7%, 14.9%)
6.00% services
(-2.2%, 12.7%)
Textile Manufacturing

5.00%
Business Services Apparel

4.00%
Upstream Chemical Products

Biopharmaceuticals
3.00% Downstream Metal Products
Overall Export Share
2015: 2.225% Hospitality and Tourism

2.00% Oil and Gas Production and

Transportation
Transportation and Logistics

Downstream Chemical…
1.00% Plastics
Food Processing and Manufacturing
Production Technology Upstream Metal Manufacturing
and Heavy Machinery
Automotive
Financial Services
0.00%
-0.50% 0.00% 0.50% 1.00% 1.50% 2.00%
Change in World Export Market Share, 2005-2015
Note: Showing only clusters with greater than $5 billion in export value. = $2 billion
Source: International Cluster Competitiveness Profiles project; Harvard - Prof. Michael E. Porter; Richard Bryden, Director.
20170525—India Competitiveness 24 Copyright 2017 © Professor Michael E. Porter
 Related Clusters and Economic Diversification
World Export Share India 2015
Nonmetal Wood
> 9% Jewelry & Mining Vulcanized Forestry
Products
Livestock Precious Materials
Agriculture
4.5% - 9.0% Processing Metals

2.25% - 4.5% Aerospace Lighting

Recreation Furniture
Construction
Fishing & Water & Electric
Fishing Transport Goods
Video Products IT &
Production Analytical Medical
Performing Down-
Instruments Devices
Arts stream Upstream
Comm- Metals Metals
unications
Music & Equip. & Transport
Sound Services &Logistics
Recording Plastics Production
Plastics
Down-
Distribution stream
& eComm. Chemicals
Hospitality Marketing Biopharma
& Tourism Services Education & Metal-
Automotive
Knowledge Metal-
working
Upstream
Creation working
Chemicals

Insurance Trailers &

Printing Appliances
Business Leather Food
Services
Services Processing
Environ-
Financial Oil & Gas
mental
Services Services
Textiles
Paper & Apparel
Packaging Electricity Coal Metal
Mining Mining
Tobacco
Footwear

20170525—India Competitiveness 24 Copyright 2017 © Professor Michael E. Porter

 Clusters and Economic Diversification
Singapore

IT
Labor/ Water
HR-intensive Aerospace Technology
Electronics
& Defense
Med.
Devices

Capital/ Biotech Media &

HR-intensive Petro- Pharma Design
chemicals

Business Higher
Services Education
Services Regional
Financial HQs
Services

Tourism
Logistics: Logistics:
Logistics Logistics:
Docks, Trans-
Air Travel
Bunkering shipment

1900-1960 1970s 1980s 1990s 2000s

20170525—India Competitiveness 25 Copyright 2017 © Professor Michael E. Porter
 Clusters as a Tool for Economic Policy
• Strengthens multiple related firms/institutions simultaneously
• Brings together firms of all sizes, including SME’s
• Enhances the effectiveness of traditional economic policy areas,
such as training, R&D, export promotion, FDI attraction, etc.
• A forum for collaboration between the private sector, trade
associations, government, educational, and research institutions
• A powerful tool for public/private collaboration

• Sound cluster policy should address all existing

and emerging clusters, and not pick winners

20170525—India Competitiveness 26 Copyright 2017 © Professor Michael E. Porter

Geographic Influences on Competitiveness

Nation

States, Regions
and Cities

• Regions are the most important economic unit for

competitiveness in larger countries, especially countries
beyond subsistence development
20170525—India Competitiveness 27 Copyright 2017 © Professor Michael E. Porter
 The Role of Sub-National Regions in
Economic Development
• Economic performance varies significantly across sub-national
regions (e.g., provinces, states, metropolitan areas)

20170525—India Competitiveness 28 Copyright 2017 © Professor Michael E. Porter

Real GDP per
Prosperity Performance of U.S. States
Capita, 2015 2005-2015
$70,000
High but declining High and rising prosperity
prosperity versus U.S. versus U.S.
Alaska
$65,000 North Dakota
Delaware Massachusetts
Connecticut New York
$60,000 Wyoming

Illinois California
New Jersey Washington
$55,000 Minnesota Texas
U.S. Average GDP Per Virginia Maryland Nebraska
Colorado Pennsylvania
Capita, 2014: $50,054 New Hampshire
$50,000
Rhode Island Hawaii Iowa Oregon
Wisconsin South Dakota
Ohio
Louisiana North Carolina Kansas
$45,000 Missouri Tennessee Indiana
Georgia Utah Oklahoma
Nevada
Michigan Vermont
$40,000 New Mexico
Florida South Carolina Montana
Kentucky
Alabama Maine West Virginia
$35,000 Idaho Arkansas
Low and declining Mississippi U.S. Average growth in GDP Low but rising prosperity
prosperity versus U.S. Per Capita, 2014: 0.4% versus U.S.
$30,000
-1.0% -0.5% 0.0% 0.5% 1.0% 1.5% 2.0%

Real Growth in Gross Domestic Product per Capita, 2005 to 2015

Source: BEA. Notes: GDP in real 2009 dollars. Growth rate is calculated as compound annual growth rate.
20170525—India Competitiveness 29 Copyright 2017 © Professor Michael E. Porter
 Prosperity Performance of Indian States
GDP per Capita, 2014 2005-2014
(2005 Indian Rupees)
₹ 1,60,000
Goa

₹ 1,40,000

Delhi
₹ 1,20,000

Puducherry
₹ 1,00,000 Andaman & Nicobar Islands Sikkim
Chandigarh

Haryana Maharashtra Uttarakhand

₹ 80,000
Gujarat
Himachal Pradesh
Tamil Nadu Kerala
₹ 60,000
Punjab
Nagaland Telangana
Arunachal Pradesh Meghalaya Karnataka
Tripura
Andhra Pradesh India Overall: ₹45,750
₹ 40,000 West Bengal Mizoram
Jammu & Kashmir Odisha Rajasthan
Assam Jharkhand Madhya Pradesh
₹ 20,000 Manipur Chattisgarh
Uttar Pradesh Bihar

India Overall: 6.6%

₹0
3% 4% 5% 6% 7% 8% 9%
Gross Domestic Product per Capita
Real growth in GDPReal
perGrowth
Capita, Rate, 1999 to 2009
2005-2014
Note: Growth Competitiveness
20170525—India rate is calculated as compound annual growth rate. Source: CEIC. 30 Copyright 2017 © Professor Michael E. Porter
 The Role of Sub-National Regions in
Economic Development
• Economic performance varies significantly across sub-
national regions (e.g., provinces, states, metropolitan areas)

• Many essential levers of competitiveness reside at the

regional and sub-regional level

• Regions specialize in different clusters

20170525—India Competitiveness 31 Copyright 2017 © Professor Michael E. Porter

 Cluster Specialization
Selected Indian States
Haryana
• Automotive
• Apparel
Gujarat • Recreational and Small Electronic Goods
• Jewelry and Precious Metals • Medical Devices
• Upstream Chemical Products
• Water Transportation
• Nonmetal Mining

Uttar Pradesh
• Livestock Processing
Maharashtra • Footwear
• Biopharmaceuticals • Downstream Chemical Products
• IT and Analytical Instruments • Food Processing and Manufacturing
• Jewelry and Precious Metals
• Furniture
Tamil Nadu
• Textile Manufacturing
• Automotive
• Footwear
Clusters with strongest employment • Leather and Related Products
specialization based on annual survey
of manufacturing industries 2014;
Source: India ASI 2014; India Cluster Mapping Project, Harvard ISC – Prof. Michael E. Porter, India IFC – Amit Kapoor
20170525—India Competitiveness Copyright 2017 © Professor Michael E. Porter
32
 The Role of Sub-National Regions in
Economic Development
• Regions are a critical unit of competitiveness

• Each region needs its own distinctive strategy and action agenda
– Business environment improvement
– Cluster upgrading
– Improving institutional effectiveness

• Much economic policy responsibility and accountability should be

decentralized to regions

• The role of the national government should be to set the overall policy
framework while enabling open competition and economic immigration
across regions
- Digitization
- Infrastructure for connecting states and regions
- Harmonizing rules and incentives across regions

20170525—India Competitiveness 33 Copyright 2017 © Professor Michael E. Porter

 The Need for an Economic Strategy

Policy Economic
Improvement Strategy

• Implementing best practices • An overall agenda for

in each policy area creating a more distinctive
and competitive position for
a country or region, based
on its particular
circumstances
• There are a huge number of
policy areas that matter
• No region or country can (or
should try to) make progress
in all areas simultaneously

20170525—India Competitiveness 35 Copyright 2017 © Professor Michael E. Porter

 Developing an Economic Strategy
National or Regional
Value Proposition
• What is a distinctive competitive position for the nation given its
location, legacy, existing strengths, and potential strengths?
– What unique advantages as a location?
– For what types of activities and clusters?
– What roles in the broader global economy?

Developing Unique Achieving and Maintaining

Strengths Parity with Peers
• What elements of the business • What weaknesses must be
environment can be unique strengths addressed to remove key constraints
relative to peers/neighbors? to growth and achieve parity with
• What existing and emerging peer locations?
clusters can be built upon?

• Priorities and sequencing are fundamental

20170525—India Competitiveness
to successful economic development 36 Copyright 2017 © Professor Michael E. Porter
 What is Unique About India?
• Vibrant and largest democracy in the world
• Large domestic market
• Growing labor force, including strong reservoir of skilled graduates
• Well-established position in IT services
• Growing number of internationally active firms
• Large, heterogeneous country
• Deep international linkages through history, diaspora, and growing
trade and investment
• A rich history, culture, and diversity

• What will be India’s distinctive role in the global economy?

• What will be India’s unique competitive advantages?

20170525—India Competitiveness 37 Copyright 2017 © Professor Michael E. Porter

 Government Structure and
Economic Development
• Competitiveness improvement will require sustained efforts across
decades and government administrations
– Mechanisms needed to improve the continuity of policy over time

• Competitiveness is affected by numerous government entities and

levels of government
– Multiple agencies and departments (e.g. finance, trade, science and
technology, commerce, regional policy, energy, agriculture) have an influence
on competitiveness
– “Economic” agencies and “social” agencies are both involved
– Multiple levels of government (nations, states, cities, etc.) affect the business
environment
– Intergovernmental relations with neighboring countries affect productivity

• Coordinating structures are needed to bring together ministries,

agencies and levels of government around an integrated economic
strategy
20170525—India Competitiveness 37 Copyright 2017 © Professor Michael E. Porter
 The Private Sector’s Role in Economic
Development
• Inform government on the needs of business and the constraints on company
and cluster development
• Work closely with local educational and research institutions to improve their
quality and create specialized programs addressing the cluster’s needs
• Nurture local suppliers and attract foreign suppliers
• Collaborate with other companies to enhance competitiveness through trade
associations and other mechanisms
• Participate actively in national and regional competitiveness initiatives
• Compete with shared value strategies that address social needs and
challenges with a business model
– Beyond corporate philanthropy

20170525—India Competitiveness 38 Copyright 2017 © Professor Michael E. Porter

 Themes for India
1. Broad-based inclusive development, which integrates economic
and social progress

2. A cluster-based economic development model

3. Clear roles for the national and state governments in upgrading

competitiveness

4. Make the private sector a true partner in competitiveness

upgrading

5. Better data and benchmarking to inform evidence-based policy

6. Articulate a shared vision for India’s economic and social future

that motivates and inspires citizens
20170525—India Competitiveness 39 Copyright 2017 © Professor Michael E. Porter