Investment Research In Practise.

Novartis AG just sold its 70.68% stake in Novartis India Limited to a ChrysCapital-led consortium for $159 million — roughly 0.05% of the parent's $306 billion market cap. The Indian unit generated ₹356 crore in revenue and ₹101 crore in profit last year. Profitable, yes. Strategic, no. Capital Follows Complexity This is a capital allocation decision, not a country exit. Novartis retains 9,000 employees in India, 300+ clinical trial sites, and its Hyderabad corporate centre —

A single basis point shift in global index weights can unlock as much capital for India as a major trade deal. As the US–India agreement takes shape, the real growth lever lies in capital-market reform, not tariffs or quotas.

The Economic Survey correctly frames AI as infrastructure, but it misses the true regime change. AI isn’t just a productivity tool; it’s a tool for collapsing uncertainty. India’s growth has long been throttled by volatility and high capital costs. By shifting from manual information processing to systematic decision processing, AI stabilizes cash flows and makes Indian MSMEs legible to global lenders. This is the most powerful growth unlock since liberalization.

Davos views AI through the lens of efficiency, but in India, the challenge isn't optimization—it’s variance. With 65 million MSMEs, the hurdle to credit isn't a lack of profit, but unstable cash flows. AI’s true role here is resolution over automation. By collapsing variance and making small businesses "legible" to lenders, AI unlocks capital at scale. The result isn't a tech boom, but a fundamental repricing of the Indian economy.

Explore how Dilip Shanghvi's strategic acquisitions turned Sun Pharma into a $45 billion giant.

India’s power challenge is no longer about adding generation capacity. It is about managing volatility. Like pharma once redesigned its supply chain to distribute risk, the power grid must shift from asset-heavy planning to system-level orchestration.

The Moneyball strategy  originates from Moneyball , Michael Lewis’s account of how Billy Beane , then General Manager of the Oakland Athletics , rebuilt a competitive baseball team with one of the lowest payrolls in Major League Baseball. When Billy Beane  ran the Oakland Athletics , he faced three structural realities: a) Severe Capital Constraint Oakland’s payroll was a fraction of competitors like the Yankees. Competing on “stars” was mathematically impossible. b) A Broken

Capital account reform is the real opportunity hiding behind the USD/INR move — not to defend the currency, but to turn it into a structural advantage for India’s next decade.

Reliance didn’t lose money on cricket because the sport is unprofitable. It lost money because it mistook spending for strategy.

The core idea is shifting the focus from defending the rupee (short-term noise) to upgrading India's capital architecture. This systemic change is the "structural force" needed to unlock Nifty 50's potential for 100,000.

Apple Inc.’s explosive growth in India, long seen as the company's next frontier, has hit a wall. New filings reveal that annual sales growth has decelerated to 18% year-on-year, the slowest pace in six years. This slowdown signifies the end of the "easy pickings" era, where a low base and strong brand equity drove impressive numbers. Now, analysts warn growth could dip further to the 10-15% range, signaling a critical need for a strategic pivot.