Indian Start-Ups Lack Originality, Imitating Western Models: Suhel Seth

Brand strategist and columnist Suhel Seth has stirred discussion in the Indian entrepreneurial ecosystem by calling out a lack of originality among Indian start-ups. In a recent statement, Seth observed that many start-ups in India are simply replicating Western models without contextual innovation. His comments have sparked a wider conversation around creativity, risk-taking, and the need for homegrown problem-solving in India’s start-up culture.

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Replication Over Innovation?

Seth’s critique highlights a long-standing observation—many Indian start-ups mirror the structure and functionality of successful companies in the West. From ride-sharing to food delivery and e-commerce, several business models in India bear strong resemblances to global giants like Uber, Amazon, or Airbnb.

While this approach has helped quickly scale businesses, critics argue that it often overlooks India’s unique socio-economic and regional diversity. The concern is that mere imitation may limit long-term innovation and impact.

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Why Originality Matters in the Indian Context

India’s challenges and consumer behavior differ significantly from Western markets. Tier 2 and Tier 3 cities, for instance, have distinct infrastructure gaps, purchasing patterns, and cultural sensibilities. Experts argue that start-ups need to tailor solutions to these ground realities rather than apply foreign templates directly.

For example, hyperlocal logistics, regional language apps, and low-data-use platforms are areas where innovation must be driven from the ground up. Original models rooted in Indian needs are more likely to achieve deeper penetration and social relevance.

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The Other Side: Proven Models Reduce Risk

However, some industry voices defend the adoption of Western models, citing reduced risk and faster scalability. For first-time founders and investors alike, proven templates offer a degree of predictability. The success of platforms like Flipkart or Ola, which initially drew from existing frameworks, demonstrates that adaptation can be a viable strategy.

Yet, many agree that beyond a certain stage, companies must evolve independently to survive in India’s competitive market.

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Start-Up Culture in Smaller Cities

Interestingly, start-up activity in smaller cities like Indore, Nagpur, and Surat is beginning to showcase more grounded innovations. Entrepreneurs from these regions are focusing on localised problems—from agri-tech for small farmers to logistics tailored for regional retailers.

With growing support from incubators, state governments, and digital access, Tier 2 cities could lead the way in building truly Indian start-ups—ones that are frugal, inclusive, and need-specific.

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Conclusion

Suhel Seth’s remarks may be provocative, but they underline a larger truth: originality in business is not just about novelty—it’s about relevance. For India’s start-up ecosystem to mature and remain globally competitive, it must move beyond imitation and invest in solving India-specific challenges. The next wave of success may well come from entrepreneurs who think differently, and more importantly, think locally.