Was Arun's appointment a ploy to enter Indian market?

Recently when Arun Sarin announced his stepping-down from the helm of British telecom giant, Vodafone, it was a story of mission accomplished. He had transformed a ‘British telecom company which ‘also-had-presence-in-some-other-countries’ to a global company whose roots are in Britain. In other words, a British company (or utmost an European company) was transformed into a global company. Also he directed the company from the low-growth or saturated markets to high growth and emerging markets. No wonder, his financial gains (as best paid executive in Europe) and then a handsome ‘golden goodbye’ of £25 million, were much discussed in many newspapers and news web-sites.

But this is not my topic of discussion.

I believe that Arun’s ascension to the top post after Christopher Gent or his stay even after the AT&T fiasco, was a well-devised ploy (or strategy, if it sounds better) to get into a booming and growing Indian telecom market. Vodafone did not want to get into the pain of building necessary retail telecom infrastructure over the years, and hence a buy-out (as it happened with Hutch) seemed to be a preferred route, though expensive. Such foreign buyouts do invite flak, especially from nationalists and competitors. An Indian at the top-post would certainly give the consumers and approving officials a feel of ‘our own boy’. The apprehensions of xenophobic diatribe, which can mar any entry-strategy, and its consequences on their plan, seem to direct their decision of keeping him at the post. Having said so, I do not intend to undermine Arun’s impeccable credentials, but my observation is based on the ‘timing’ of his ascension and (more on) stepping-down.

When the Hutchison buy was declared, the media flashed his photographs everywhere in India, giving a sense of ‘one of our own India-bred boy’. His tour itinerary was well publicized and his meetings with ministries and top officials well covered in print and television media. The necessary regulatory clearance was his biggest problem, not to forget the following legal and tax hassles, some of which are still pending. For any Brit or European, who is not aware of this work-environ and red-tapism, this could have been a nerve-breaking experience, but Arun’s roots and connections (also at personal level) made the job easier. He had his share of worries during this entire transaction, but his understanding of local market (again because of his Indian connections) came handy.

And within months (or weeks) after the deal started stabilizing, Arun made-up his mind to step down as CEO, sensing the job (of getting entry into the market) was almost over. Apart from the tax issue, other problems have been amicably solved, without much brouhaha. And in this ‘win-win-win’ game, Vodafone got a readymade Indian market, Li Ka-shing (owner of Hutch stake) got the money he asked for, and Arun got a job (and money as well) where his success will be remembered for years to come.

Was it is a mere coincidence that once that Hutchison deal was complete, he thought of stepping down? Or Vodafone wanted him to continue only till the deal sails through and entry into Indian market is complete?

If the latter is true, and if there are many subscribers (transnational companies) of this idea, can we see many of ‘our own India-bred boys’ take over control of global companies and attempt entry into Indian market?

If it was really a ploy, let this work for India and Indians’ benefit.