Nikhil Prasad Ojha

Building a Future-Ready Finance Function Transformation is not just about tools - it’s about people. To future-proof finance at #HUL, we are rewiring capabilities by investing in technology, talent, and a culture of experimentation. Excited to share my latest article published in ETCFO, where I delve into some of the big shifts we are driving to build a future-ready finance function at HUL. We are re-defining finance to serve as both a guardian of value and a strategic partner in accelerating business performance. The transformation we are driving is beyond technology – it is a cultural shift that redefines how finance contributes to the organization, bringing together financial and human capital. All in all, my experience has taught me that transformation is difficult, not always successful, and demands a major cultural shift, but is here to stay. Read the full piece here: https://lnkd.in/eMD3ws73 #FutureReadyFinance #FinanceTransformation #HUL Ravishankar A. Yogesh Mulgaonkar Saumya Moorthy Geeta T. Bhagwat Vinita Nair Xerxes Anklesaria Nipun Jain Navin Jain Prem Kumar K Adfer Muzaffar Paromita Chakravarty

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My column on why India needs to urgently invest in and enable homegrown consulting firms, aptly published on Independence Day, August 15, 2025, on page 18, in the Hindustan Times. Thank you Sukumar Ranganathan for the platform. Management consulting a powerful form of soft power. Our models and frameworks aren’t just tools, but worldviews. For a country that seeks to lead in the decades ahead, shaping these worldviews becomes a strategic imperative. Firms like YCP Auctus, Praxis Global Alliance, Takshashila Consulting, Redseer Strategy Consultants, Zinnov, and Vector Consulting Group are built in India but work across the globe. In the case of YCP Auctus, more than 40% of revenue comes from international clients. Vector Consulting Group works extensively across Asia, driving supply chain and operational improvements. These firms are globally integrated and culturally agile. India is not their boundary but their launchpad. Some, including YCP Auctus and Vector, have attracted long-term investment from Japanese partners, underscoring their global preparedness. This is an evolution from support functions to strategic leadership. India began as the world’s back office, moved up to strategic GCCs, and today leads the world in AI. India-bred firms like Fractal, Quantiphi and LatentView Analytics are solving high-value analytics problems using Indian talent, platforms, and delivery models. Management consulting is the next logical step. The underlying capabilities of structured problem-solving, functional expertise, sectoral depth and execution discipline are already established. The time has come for Indian firms to shape global strategy. Many have scaled, with teams of over 200 consultants. They recruit from top institutes in the same slot as global majors. Having worked with governments, unicorns, and conglomerates, these firms bring contextual judgment and deep institutional memory. India-based operating models enable these firms to deliver top-tier advisory at a fraction of global prices. For most clients, whether established conglomerates or emerging companies, this quality-to-cost ratio is a decisive advantage. The opportunity for Indian management consulting firms is no longer confined to traditional clients. Today, economies across the broader Global South are seeking advisory partners who can balance vision with pragmatism, scale with sensitivity. Indian firms, having operated in similarly complex and dynamic environments, are well positioned to meet this need. To realize this potential, Indian firms need better access to Boards and procurement channels. Governments and private clients can play a critical role by creating a level playing field where Indian firms are evaluated based on capability and fit, not just brand. Indian conglomerates, emerging companies, PE funds, and PSUs can serve as launchpads for Indian firms to build transformational proof points.

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Legacy is built on values, not just assets. In NDTV Profit’s latest episode, Janmejaya Sinha, Chairman of BCG India, and Anant Goenka, Vice Chairman of RPG Group, share candid insights on preparing the next generation of family business leaders. They explore how upholding core values, fostering gratitude, and gaining external experience help future leaders build credibility and confidence. The conversation highlights the need for structured mentorship, open communication, and clear division of responsibilities to navigate authority and expectations. As family dynamics and roles evolve, professionalism and empathy are key to balancing tradition with transformation - ensuring family businesses not only endure, but grow stronger for generations. Watch the full episode: https://lnkd.in/gFB3s5Nk #BCGinIndia #FamilyBusinesses

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IPO-bound PW (PhysicsWallah) has acquired a 40% stake in Delhi-based UPSC coaching institute SarrthiIAS, valuing the company at around ₹250 Cr, according to reports. The deal is expected to strengthen PW’s presence in the civil services test prep segment by integrating its tech infrastructure with Sarrthi’s coaching and mentorship offerings. Founded in 2023 by IIT Roorkee alumnus Varun Jain, Sarrthi IAS provides UPSC coaching, personalised mentorship, and operates both an app and an offline centre in Delhi. Its courses are priced between ₹18,000 and ₹27,000. This move comes as PW prepares for its upcoming IPO, valued at an estimated $3.7 Bn, after recently securing SEBI’s nod. The company confidentially filed for its public listing in March 2025, with a likely issue size of around ₹4,600 Cr. #physicsWallah #acquires #sarrthiIAS #upscPrep #civilServices #startupUpdates #startupro

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Global trade dynamics are shifting. As the world moves toward tighter policies and strategic self-interest, India must respond not just with scale, but with sovereignty. Advanced manufacturing is our opportunity to decouple, build self-reliance, and shape the future of global supply chains. This moment demands ambition, especially from Indian founders. I try to make the case in my latest column for Moneycontrol: https://lnkd.in/gW9wFxEc

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On October 11th, I had the honor of addressing the ICC Annual Plenary Session in New Delhi, where I shared my insights on the remarkable ‘India story’, our country’s immense consumption potential, how businesses can harness technology and navigate the complexities of the global landscape amongst other areas. Key themes of my address included: -The Power of Brand Building: In an increasingly competitive market, building strong and distinctive brands is more essential than ever. - Technological Innovations: The role of technology in facilitating consumer engagement and enhancing brand experiences cannot be overstated. Embracing digital transformation and use of AI is critical for businesses aiming for sustainable growth. - A Call to Action for India: To build global brands we must win on cost, service, quality and innovation. India has to focus on areas where we have competitive edge or where we can create one. Investments in skill development, creating innovation eco systems and having a supportive regulatory environment is pivotal. Collaboration between businesses, government, and civil society will be key. The session was highly engaging and it was a joy to connect with business leaders and innovators who share my passion for propelling India onto the global stage. Indian Chamber of Commerce

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