The biggest problem in the Bengaluru office was the appointment of the wrong people in managerial positions. This happened across teams - Research, Sales, IT and for a long time the senior leadership in London didn't do anything about this. Or, they probably didn't know what was happening since they were kept in the dark by the managers in Bengaluru. The Bengaluru office, which was opened in 2011, had potential but there were many problems because of the above mentioned reasons. The work atmosphere became toxic and there were a number of exits at one point.
In the last couple of years, it seems that the situation has been changing. Teams have been restructured, many new people have been hired. If the work atmosphere has become better because of this then it should be good news. Earlier, there were a lot of issues in the India research data and there was a lack of proper insights focused on the India market. Certain teams were formed just to handle projects outsourced from US and UK. Sales revenue from India was always among the lowest across offices. But, now there seems to be more focus on India-specific content and expertise. This is important because Euromonitor competes with Nielsen in the market research domain and Nielsen's visibility is much higher in India.. If the Euromonitor leadership wants to grow the India operations and generate more revenue from this market, then country-specific research and content needs to be developed because that's what clients want. Otherwise, Bengaluru might just remain an outsourcing centre to support the company's other offices.
