Mencius Moldbugman

Obviously, Indian consultancies like Infosys or TATA are primarily Indian in their overseas offices. Yet many companies that were once Western by heritage have been taken over and are now truly Indian in reality except one or two figureheads. Just look at Cisco, Oracle and IBM.

Any firm that becomes Indian only goes in one direction: it becomes even more Indian. The corruption starts typically in upper-middle management and then spreads upwards and downwards throughout the company hierarchy.

Here’s how it starts: once an Indian is hired in a position of power, a constant stream of referrals & resumes from family or friends will flood in. They are persistent in their spamming and will try to create situations where their referrals are seen as the only/best choice.

It’s not uncommon in both startups and big firms with Indian managers to find their relatives working there (the second cousin, the brother-in-law, the wife, the son, etc). Not a problem if they’re qualified for the job but usually they’re not.

New manager roles will mysteriously be proposed to add to the company organisation chart. The step before complete Indian expansion is first a growth in useless mid-level management positions that can be filled by fellow Indians to create a block of influence.

The cadets attempting to fill levels of management will either be elite Brahmins who wish to maintain their high status, or second-tier Vaisyas who wish to create a mini Brahmin-free utopia around them where they can be top dog.

Left to spread, the company will quickly form this hierarchy: 1 - Brahmin Indians (or Vaisya Indians in their absence) 2 - Middle caste Indians 3 - Competent whites/East Asians who are needed 4 - Everyone else

The Brahmins at the top are typically all-smiles, charismatic on the surface and “peaceful vegetarians” but their true corruption is carried out by the middle caste middle managers who create toxic environments and endless drama that forces the whites and Chinese to leave.