We know less about the structures and processes associated with South–South production networks than about those with a South–North orientation. Using an inductive approach, in this article we explore these differences by analysing the everyday practices that Indian pharmaceutical firms employ to meet production and quality standards, access markets and innovate. We use extensive primary interview evidence to demonstrate that Indian pharmaceutical firms employ different business practices towards Northern and Southern end markets. Our findings reveal the presence of significant discontinuities within the Indian pharmaceutical industry. They also demonstrate how a practice‐oriented approach to the study of GPNs can help to identify some of the micro social processes through which governance is achieved and transformed over time, and divergences in value creation, enhancement and capture trajectories between Southern and Northern end markets.