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In America, the financial crisis of 2008-2009 shattered public confidence in corporate leaders-a confidence already weakened by huge bonuses, company jets, and golden parachutes. In contrast, Indian business leaders have achieved rock-star status, even as they deliver growth rates that would be the envy of any Western executive. In this chapter, authors Peter Cappelli, Harbir Singh, Jitendra Singh, and Michael Useem introduce 'the India Way' of conducting business-characterized by four principal practices: holistic engagement with employees, improvisation and adaptability, creative value propositions, and a broad mission and purpose. The India Way stands in striking contrast to the business practices of other countries, where delivering shareholder value is the primary goal. Using powerful examples such as Tata Motors (developer of the Nano car), Reliance Industries, and Infosys Technologies, the authors present the India Way as a model for Western business leaders who could use it to reinvigorate their own growth rates-and reclaim their reputations in the process. This chapter was originally published as Chapter 1 of The India Way: How India's Top Business Leaders Are Revolutionizing Management. This chapter is excerpted from ‘The India Way: How India's Top Business Leaders Are Revolutionizing Management'.