In business, being big often makes you lazy. There are more processes, more meetings, and decisions take longer to make. But successful leaders know that speed is not something that just happens; it is a choice. Not only do startups need to be able to act quickly, cut through layers of bureaucracy, and give teams the power they need, but so do the biggest and most complicated organizations.

India’s business and financial world is at a turning point, especially when it comes to mergers and acquisitions (M&A), family offices, and wealth management. The rule is clear: those who make speed a part of their strategy will stay ahead, while those who don’t will fall behind.

M&A: Getting Past the Culture of Pre-Meeting

The “pre-meeting for the pre-meeting” is a common thing in big companies. Decisions go up through many levels of management until there is very little ownership left. By the time a merger or acquisition is approved, the market has changed or competitors have moved faster.

This has happened many times in India’s M&A world. People argue about valuations all the time, due diligence takes months, and the strategic rationale gets lost in the noise. The end result was lost chances and lost value.

The solution is to tell the difference between one-way-door decisions, which are commitments that can’t be changed, and two-way-door decisions, which can be changed if they don’t work out. The second one should be made quickly and closer to the ground. When businesses and investors give deal teams this kind of freedom, India’s wave of consolidation in various sectors will quickly create value.

Family Offices: From Red Tape to Ownership

As India’s family offices grow and manage billions of dollars in wealth that has been passed down through generations, they face the same cultural problem. In the past, companies had too many managers, too many filters, and not enough ownership. This is still true in many cases.

But the new generation of rich people wants flexibility. They are asking the right questions: “What would I do with this money?” They like structures that are lean, committees that have power, and direct responsibility. Family offices can go from slow decision-making to quick action by flattening hierarchies and giving smaller, owner-driven teams the power to make decisions. This can be done with venture capital, green energy, or cross-border assets.

Wealth Management: Changing the Way Clients Feel

It’s not just about how fast you can do transactions; it’s also about how quickly you can respond to clients. India is moving from product-push to client-first models in wealth management. Companies that do well will be those that pay close attention, ask the right “why” questions, and come up with solutions that take limitations into account.

This change will happen faster because of technology and AI, which will allow for real-time portfolio changes and more personalized services. But culture is just as important. Flattening silos, giving relationship managers the power to make decisions, and setting up feedback loops will change the way clients interact with you from transactional to advisory. In a field where loyalty is weak, being able to change quickly will set you apart.

Being a leader in the Age of Scale

The main lesson for Indian business leaders is that speed is a choice that leaders make. Bureaucracy is not something that must happen; it is a choice. Leaders who actively get rid of red tape, give people more power, and accept smart risks create cultures that move quickly and come up with new ideas even faster.

India is entering a decade of growth, with bigger deals, more private wealth, and bigger goals for its global presence. We don’t have to slow down because of scale. If family offices, wealth managers, and businesses embrace agility, they will not only keep their wealth but also grow it. They will not only react to change but also shape it.

Today, speed is not a luxury in Indian business. That’s the plan.