Marico, the Indian consumer-goods company I founded and still lead as chairman, was conceived around product innovation. I was a young man working at Bombay Oil Industries, the family firm that my father and grandfather had incorporated in 1948, which made and sold edible oils, oleo chemicals, and spice extracts in bulk. It was a commodity business with fluctuating margins and low growth, but I’d spent enough time analyzing our offerings and operations, traveling around India to observe consumer behavior across various regions, and talking to the end users of our products to see a hidden opportunity: We could do better by selling our oils in smaller branded units. I knew how traditional Indian businesses were run, but having visited the United States, I could see different market dynamics bubbling up. The task was clear: We should launch a small consumer-products division within the parent company.

A version of this article appeared in the January–February 2023 issue of Harvard Business Review.