wtc manesar at nilf day 3

7/29/2019 WTC Manesar at NILF Day 3

1/12

N E W S L E T T E RDay-3

Presents

FEbRuaRy 13-15, GRaNd HyaTT, MuMbai

The Business of Infotech

in assocton wth

ImagIneerIng the future


2/12


3/12

3 | daTaQuEST @ NiLF / FEbRuaRy-13-15, 2013

view point

NaSSCOM@nsscom

Le s strggle, ts never gong to

e es; t the cceptnce o ths

ct wll mke le lttle eser-@

SrBchchn #NaSSCOM_iLF

Vlton s n mportnt rver, t t not

the onl rver.-Rmn Ro #NaSSCOM_

iLF @Rmn_Ro

Prmod Bhsin egns the innovton

Pnel - Mrket Leers ont o

erent thngs, the o thngs

erentl! #NaSSCOM_iLF

in orer to e sccessl leer o hve

to e pssonte n crele-

Jime Vlls #NaSSCOM_iLF

St tht hs helpe s n the pst m not

lws help s n the tre.-

T K Kurien #NaSSCOM_iLF

The est kn o nvestor s the one who

knows wht he oesnt know. -Deep

Klr #NaSSCOM_iLF @eepklr

To hve ntellectl honest, o nee

to hve concts.-Dhirj C Rjrm

#NaSSCOM_iLF

People oten mke the mstke o wnnng

smll ttles rther thn the wr.-Trvis

Brdberr #NaSSCOM_iLF

Ntons re now ecomng ver orer

conscos-RGoplkrishnn

#NaSSCOM_iLF

in hs hghl sklll workorce n t s

mportnt or the uS to ensre the sme or

ts workorce. -@GovernorMrkell

of the

DayTweets

D

ataquest caught up with Harish Mehta,

Chairman, Onward Technologies and

one o the ounders o Nasscom. Harish-

bhai, as he is popularly known withinthe industry, has been Nasscom chairman in the past

and he has led numerous initiatives to advance the in-

terests o Indias sotware industry. Harishbhai is also

the classic rst-generation global Indian technology

entrepreneur.

We asked him what his outlook was on Indias

sotware industry o 2013. He said that he was con-

cerned about the hurdles to entrepreneurship, espe-

cially at a time when the time was ripe or entrepre-

neurship to fourish. The most vexing issue is the

slew o taxes that the government wants to extract in

advance. He says, These taxes are enough to nip the

entrepreneurial spirit in the bud.

Nasscom recognizes the problem or the issue buta workable solution is yet to be arrived at. Harishbhai

asserts that this would require a special consideration

or an out-o-the-box solution similar to what N.VIttal

came up with when he set up the STP scheme with 64

kbps link to promote sotware exports.

The Vexing Tax Issue

A simplication o the tax structure is imperative

to promote entrepreneurship. Harishbhai also invites

suggestions rom sotware companies, consultants,

media, and all walks to resolve this issue. Write in to

[email protected] with this headline in subject.

Hrish MehtChrmn, Onwr Technologes

Business guru Ram Charans keynote on

Leading in Uncertain Times was as much

steeped in practical ideas as with wonderul

insights rom his writings and consulting

work with world-leading companies. Rams domi-

nant thrust was on catalysts- the individual agents

that trigger changes in markets and entire industries

and on senior executives having an outside-in view

o things. Steve Jobs was the catalyst in changing the

music industry and the computing industry. Another

example is Amazons Je Bezos.

The process o dealing with uncertainties starts

with the mindset that sets the eye rmly on the prize

and the mind that should be directed at olding the

uture back. Organizations can seed this mindset bysimple procedures like 10-min meetings and quarterly

round-ups where one single individual will report on

one uncertainty and identiy the catalyst behind that.

In the next meeting, another person does this, then a

Managing the future in uncertain timesthird, and so on. The process will lit the altitude o

thinking, said Ram.

Segregating the known unknowns and devising

ways to deal with them is the easy part. The dicult

one is to discern the unknown unknowns. Perceptual

thinking is the only way to make this happen. Gather-

ing unltered ground-level intelligence, choosing the

right goals, measuring the upside and the downside,

providing a war-chest, and keeping an eye-out or

body blows are sound ways to deal with uncertain-

ties in the short to medium term. Management jargon

might call this as risk management, but Rams prac-

tical examples go a long way in demystiying it.

Once again, spotting catalysts through perceptual

thinking, imagining the convergence o trends, iden-

tiying the shits o prot pools, detecting cross-indus-

try eects, anticipating regulatory impacts, and man-

aging geo-political, geo-economic, and geo-nancial

risks, are ways to identiy uture trends.

The imperatives or leaders, as prescribed by Ram,

deals with developing the external ocus, managing

the short-term with the long term, building new capa-

bilities, and having a razor-sharp ocus on execution.

Leaders should also develop the capacity to create

fexibility in conguring resources and become adapt-

able to shits in portolio.

Regarding India, Ram is bullish. He exhorted

Nasscom attendees to gure out the uture instead o

bemoaning uncertainties and diculties in planning

or the uture. The central tenet is that we have the

opportunity to create the uture. He thundered-We

can determine our destiny. He urged business leaders

in India to make talent more employable, to promote

FDI and value-added exports, and to balance our pri-orities and opportunities with China. No soothsayer

that he is, Rams ending notes were encouraging. True

to his Indian identity and lineage, he enjoined Let

us join hands to go orward.

Rm Chrnbsness avsor & athor


4/12

| daTaQuEST @ NiLF / FEbRuaRy-13-15, 2013

trends

Rise in digital adoption by consumers in go-

ing to inevitably lead to the convergence o

new age technologies-indicates the KPMG

report launched at the NASSCOM India

Leadership Forum 2013, yesterday.

Digital WaveA rapid increase in digital consumerism will be seen

in the coming decade and we are already witnessing

micro-segmentation o customers and product &

services being tailored at individual level. IT vendors

need to work closely with their customers and come

up with platorms that can take advantage o the con-

vergence o the technologies, said Pradeep Udhas,

Head IT/ITes, KPMG in India.

He urther added, IT vendors really need to

listen to the end customers while innovating or

developing solutions and products. The emphasis

needs to be on tapping inputs rom various channels,

mediums and devices and using these as critical inputs

or new solutions and incremental innovations. Indus-

try bodies can also play a vital role in this, and increase

Digital Consumerism,a game changer for IndiaThe next wave of growth will emerge from convergence of disruptive technologies

awareness about convergence o technological trends.

Digitally active consumers have embraced the

internet, telecom, media, and social space; changing

the way they communicate, transact and make pur-

chase decisions, thus leading to the birth o an era

o digital consumerism, the report states. Rise in the

number consumers who shop online, seek recommen-

dations and interact with brands presents a tremendous

opportunity or companies.

Disruptive TechnologyWhile technologies such as big data and cloud have been

dominating the imagination o enterprises or the pastcouple o years, new disruptive trends like augmented

reality and social media have only now started having

a tangible presence. The maturity curve o these tech-

nologies is estimated to increase at a rapid pace over the

next decade, with big data and cloud estimated to reach

a market potential o tens o billions o dollars.

KPMG in India estimates that the uture o IT-

ITeS players in India and globally is dependent on

how ast they adapt to the changes in customer de-

mand. There needs to be a strategic shit in solution

oerings and supportive ecosystem going orward

wherein vendors provide not just the standard core

industry platorms, but also think ahead o the curve

Krishnakumar Natarajan, Vice Chairman, NASS-

COM, opined, I the rst 20 years the eorts were

to make towards driving eciency, now consumeri-

sation o enterprises is happening. The line between

ocial and personal work is blurring. Convergence

o some o the segments is dependent on how we can

leverage on IT. How we will capture the new markets

will make a huge dierence.

On a fnal noteThe sheer size o the government sector can drive the

growth o emerging technologies and since the gov-

ernment interacts with almost all the stakeholders in

an economy all the disruptive technologies nd utility

in one way or the other.

S

peaking about how innovations helped

them make the dening change, some o

the winners o the NASSCOM Social Inno-

vation Honors spoke o their experiences.

Anand Bajaj, Group Executive Vice President andChie Innovation Ofcer, Yes BankWe listened to the

weak signals and connected the dots. A couple o

interviews later we concluded that it was the hard-

earned money that people were sending back home.

And at the end o the day, it is also important to ol-

low your gut eeling, and we were lucky to have the

support o our management.

Abhinav Sinha, co-ounder and COO, Eko India

Financial Services Pvt LtdThrough our low cost -

nancial services we managed to create a banking

network or the lesser literate people. On one side,

we partnered with banks like Yes Bank and on the

other side, we tied up with retail outlets. To ensure

the success o this network, you have to build a lot

o trust and or that a lot o awareness needs to be

created.

Shyam Bihari Singh, Deputy Director General and

State Inormatics Centre, NIC, UPI was handed over

the project in 2007. A challenge in itsel as the edu-

cation sector was marred by maa, bogus schools.

Gaining true inormation with the help o NGOs

and the media helped us to prepare a transparent

system.

Sudhanshu Tripathi, Finance Controller, Mid-Day

Meal Authority, UPWe send in IVR calls to which

the number o students ed or that day needs to be

ed rom the other end. The data is then ed into the

server and now we are fooded with data.

The Social Innovators


5/12

MASTERING THE 3 LEVERS OF EFFECTIVE SOURCING LEADERSHIP

MARCH 14GRAND HYATT

NEW YORK CITY

Vishal AhluwaliaExecutive Director - Operations Head Outsourcing & Offshoring, UBS

Precy B. GoldsteinDirector - Corporate Development Organization, UBS

Atul VashisthaFounder & Chairman, Neo Group

Alan HansonSenior Vice President, Neo Group

Hemant PuthliPartner, Neo Group

Pankaj SharmaPartner, Neo Group

Donald MonesIT Vendor Management & Sourcing, MetLife

Dave ColesanteSenior Vice President of Product Development & CTO,Alert Logic

SPEAKERS

HIGHLIGHTSFull day with over 12 key sessions

25+ Speakers from leading global enterprises

Keynotes, Plenary sessions

SESSIONS ON: Managing Disruptive Forces

SESSIONS ON: Managing Relationship Portfolios

Networking opportunities with industry peers

For more information or to register, visit www.globalservicesconference.com

For Sponsorship Opportunities Contact: Gurdeep Bindra at [email protected]


6/12


7/12


8/12


techtrack

In line with the trend, speakers at NILF 13

banked heavily on key trends like Big Data and

Analytics. In the session titled Transactional

to transormational: Co-relating business to

hidden intelligence, Manoj Singh, Chie Operating

Ocer, Deloitte Touche Tohmatsu pondered on the

multi-old ramications o the Big Data phenomenon.

Singh spoke about how Big Data is encompassing the

whole gamut- starting rom enterprise to consumer

and in the bargain having its impact on every level-

marketing, social media, government, individual and

whole lot o others. Gaining insight rom this seem-

ingly spread across area is the most important to any

organization.

Singh refected on some Big Data success stories,

including his own organization and how it has lever-

aged on Big Data. At Deloitte, we have understood

the employee aspirations well and are able to put a

cap on attrition by putting in place a Big Data strat-

egy that has made it manage attrition more eectively.

We captured and analyzed traditional and non-tradi-

tional variables. We actored in aspects like attrition

rates and the cost o hiring replacements and looked

at greater employee satisaction and better manage-ment o HR challenges.

Outside o his organization, Singh talked about

how leading Airlines are leveraging Big Data in under-

standing the consumer behavior patterns as well as or

Big Data-Big Impact

Some o the statistics on hot technologies the

Analyst rms come out were indeed mind

boggling and sometimes one does wonder

whether all those prediction comes true and

is it really in sync with the customers. This was the

undercurrent o discussion on a very interesting panel

discussion on the theme: Are technology predictions

redundant? Do we really know where we are headed?

The panel consisted o Christoph Baeck, CIO Asia,

Hilti, Gerald Hoehne, CIO, SMA Solar Technology

AG, and Manu Parpia, MD & CEO, Geometric. The

panel was moderated by Chaitanya Kalbag, Editor,

Business Today.

Manu Parpia, while echoing that absolute predic-tions are not possible at the same time said that some

amount o trend gazing is required or understanding

the market progression.

Meanwhile Gerald Hoehne also agrees to the

same thought. He said, I we look back at all the

prediction in the last many years and look at how

much o it has actually happened in the scale as

predicted, would throw up some insights. But some

degree o uture gazing is certainly required or

strategy.

Christoph Baeck eels that prediction assumers

important when we put the IT department in per-

Tech Predictions-Myth or Reality

Putting aBig Data plan

For enterprse strg-

glng to fn w

ot o the t mze

n wntng to crete

bg dt pln n

strteg, Mnoj Sngh

hs the ollowng -

vce whch he clle

Optons or acton

action 1: Strt wth hghl specfc

qestons ot the sness prolems

o re trng to solve

action 2: artstr comes rom fne

tnng scplne wth the nee or glt-

mke sre the technolog choces o

mke cn spport sch exlt.

action 3: Focs on Force-orgnztonl

slos to nerstn or strtegc gols.action : bl or ench wth let-

rne t scentsts n rght rne

vrtlzton tems.

spective. He eels that the CIOs job becomes lot more

easier i they are able to understand the p[progression

o IT and how it will impact them per se. That kind o

prediction CIOs need to bank on.

The key takeaway at the end o the session was that

prediction need to be tailor made to the organization

needs and it need to be in sync with the customer as-

pirations.

organizational eciencies. Yet another interesting ex-

ample Singh shared relates to Netfix and how it orced

another company called Blockbuster out o business.

While Blockbuster adopted a model that was once good

but once Netfix mapped the customer expectations

more in sync with their expectations, it was able to o-

er more innovative pricing and service models.

Given the large scale impact o Big Data, what does

the uture hold? Singh shared the overall outlook on

the Big Data progression and the signicant trends he

shared are: By 2020, close to 40 billion new connected

devices will be connected in the Internet. By 2015, BigData will create 4.4 million IT jobs globally. Mean-

while Big Data market in early 2012 is estimated to

be $ 5 billion and is expected to reach$ 23.8 billion by

2016, growing at a CAGR o 31.6%.


9/12


Driving operational efciencies

drvng opertonl efcen-

ces n next generton

contct centers. To

wth the evolton o SiP s

complete soltons or the con-

tct center most orgnztons

look or rvng efcences :

nFlttenng, Consoltng nExtenng the technolog nr-

strctre ths provng:

- Geogrphcl bCP & dR c-

plt.

-Optmm tlzton o

gents n exle cll / t

rotng cpltes.

-Optmm tlzton o resorces n terms o

technolog.

- best SLa n herence cpltes.

navnce role se tools or sstem mnstr-

ton n mltple component mnstrtonnTools to nerstn cll ows, whch re efcent n

whch cn e mprove, ths mprovng efcenc rther

Rjeev MittlMngng drector

in & SaaRC

av

viewpoint

The Glol Servces Conerence 2013 s schele to e

hel 03/14 t New york Ct. The workng weste or the

event s: www.glolservcesconerence.com

The provsonl theme sttement o the conerence s Mster-

ng The Three Levers o Eectve Sorcng Leershp

The conerence wll scss three ke res:

n

Mngng Technolog dsrptors: Clo, bg dt/anltcs,Mole, Socl Me

n Mngng Portolos: Emergng Trens n Governnce, Rsk

n Venor mngement ofces

n Mngng Servce delver Moels: Onshore, Nershore, O-

shore n Shre servces

The Glol Servces Conerence 2013 wll elve eep nto

these reltes. it wll rng together es, thoghts, opnons

n experences n come p wth rel ws o overcomng

chllenges n entng the est opportntes mst these

srptve chnges.

Global Services Announces

GSC 2013

Ed NirThe thor s Etor o dtqest & Glol Servces

What happened yesterdayEditor's Note

Attending conerences like Nasscom ILF is

always a challenge in terms o managing

time. However well you plan the day, de-

ciding between sessions to attend, people

to network with, and interviews/ meetings to go or,

you always emerge with a dierent outcome. Some

sessions are titled very provocatively, while others are

understated. When your expectations are thrashed,

you look or the next best available opportunity.

Thats when you realize a missed opportunity. And,

perhaps a missed appointment. Only the rst session

and the last (usually the cocktails and dinner) go as

planned. Thank everyone or that!

Business guru Ram Charan opened the day to an

earul o good advice. He outlined ways in which lead-

ers can manage uncertainties. His key point was thatwe need to employ perceptual thinking to discern u-

ture patterns; we need to identiy catalysts or change

agents, and employ an anchor to bring the uture or-

ward to us.

Roger L. Martin, Dean, Rotman School o Busi-

ness outlined a good 5-point ramework or ormulat-

ing strategy. The key message was that strategy is all

about making the right choices. Even simpler, it is all

about making ve choices.

Another session drove home the point o cus-

tomer satisaction and perhaps customer delight as

the key dierentiator in the business. Walmart CIO,

Karenann Terrell, provided the dimension o build-

ing trust with customers. Big Data is one o the dis-

ruptive technologies that presents huge opportunity

in services. The Deloitte session conveyed the perva-

sive impact o Big Data. Some o the CIO speakers

had an honest submission to make: the confuenceo disruptive technologies makes them both excited

and sleepless.

There has been lot o uture-gazing about technol-

ogy and its impact on the services industry. The ques-

tion is do predictions matter? In a session, the im-

port was that technology roadmap and predictions go

hand in hand, but the numbers most oten dont really

help. For one, either the prediction or the timerame

or both are ambiguous. Analysts seem like a necessary

evil, the panel seemed to conclude.

Be in touch with me at [email protected] .

Enjoy the last day at Nasscom ILF 2013! Sae travels.


10/12


DIY- Designing Strategy in 5 Steps

R

oger L. Martin, Dean, Rotman School o

Business, has co-authored a book, Playing

to Win- How Strategy Really Works, with

A.G. Lafey, the legendary CEO o P&G. Roger de-mystied the holy grail o strategy down to making

the right choices. He said, Strategy is essentially

about a making a nite number o choices. To win,

a company must choose to do some things and not

do the others. Choosing to do everything is to spread

your resources thin and diuse management ocus

which is a sure-shot recipe or disaster.

Roger crunched down the choices concept

to ve simple questions that become the guiding

ramework to ormulating strategy. The ve ques-

tions to be answered in a non-linear and iterative

process are:

n What is our winning aspiration? Note the em-

phasis on winning. The process has to start with thedesire to win or someone else with the desire to win

will overtake you.

n Where will we play? This is a dicult choice

because you have to employ all senses and read all

signals to decide on a specic space.

n How will we win? This helps come out with a

unique plan to execute.n What capabilities must we have?

n What management systems are required?

Roger thrashed the traditional process o strategy

making that starts with a SWOT analysis and then

goes on ormulating the vision statement, then the

measures, and such. He said that the process sim-

ply does not provide the scope or making choices or

looking at multiple possibilities. Far less, it does not

include winning as the agenda.

Lastly, on choice, Roger said that when things are

going great, when the industry you are in has natural

momentum, you have it easy in not having to choose

a playing feld. Roger warned that this is early warning

signal o impending trouble when you start meetingthe frst headwinds. By then, you will be led so ar out

into the sea, that you will be orced to make a deliber-

ate choice.

WEARE

INCISIVE

ACTIONABLE

ENTERTAININGWHAT ELSE WOULD YOU EXPECT FROM AN INDUSTRY

LEADER?

S i n c e 1 9 8 2

For WaysTo Engage Contact Arvind Razdan @ +91 997 178 2277 or [email protected]

PRINT | ONLINE | EVENTS | DIGITAL | CUSTOM | RESEARCH | WEBINAR

Roger L. Mrtinden, Rotmn School o bsness

strategy


11/12


Outsourcing China:

What's the realityMalaysia Readyto Play Its NicheOutsourcingStrengths

In terms o absolute dollar amount, India is ex-

panding the lead over China on oshore rev-

enue. People in the industry agree that China

is not going to pass India on oshore business

anytime soon.

China is optimizing its industry structure, which

expects to promote the annual growth o service

sectors by at least 1 percent, that is, Chinese local

market will be denitely the blue ocean or Chinese

service providers.

The two countries possess language advantag-

es as avorable oshore outsourcing destinations.

India enjoys seamless integration with technology

development in the U.S. and long history o col-

laborating with the American companies, while

Philippe ocuses on BPO, especially call center

services. They both have their own specialty and

advantages.

Although we believe China will be among thenext top markets in the world, it takes much time

or the request to mature. Additionally, the Chinese

buyers lack management capability, which will also

restrain the development.

Chinese service providers strive or the busi-

ness transormation, and they dont own the

industrial consulting competency, which make

them all behind American and Indian compa-

nies. Thats why they target to improve the ca-

pability in o-shore market, and take the oppor-

tunity to accumulate the experience in serving

local market.

Mr. Qu Lingnin,Chrmn, bejng assocton o

Sorcng Servce

It has been another year o good growth or Malaysia,

even as the international economic climate has been un-

certain. Strong domestic demand, government investment,

greater diversifcation and regional resilience have all

played their part.

An intensive Economic Transormation Programme

spearheaded by the government aims to improve Malaysias

human capital, develop a high-tech economy and incentiv-

ise advanced manuacturing.Source:Oxford Business Group

The Asia Pacic countries have domi-

nated the outsourcing scene or a while.

Especially in a scenario where the Eu-

ropean market is still reeling under the

economic crisis and the US looks stagnant, the at-

tractiveness o the APAC region is surely going to

stay or become better.

Malaysia is one o the APAC countries that

cant be ignored when we talk about promising

locations. Surging domestic demand and greater

government ocus is expected to unold new op-

portunities or outsourcing and shared services.

Nearly 200 multinational companies have set up

their shared services centers in Malaysia.

Although, the traditional avorites, India, Chi-

na and Philippines are still pretty ahead in the low

cost race, the services industry in Malaysia is ex-

pected to oer some surprises in terms o its niche

service capabilities in areas like knowledge process

outsourcing, nance and accounting and HRO.

The Oxord Business Group has stated in its

Malaysia 2012 report that outsourcing is being seen

as a growth industry in Malaysia under the gov-

ernments Economic Transormation Programme

(ETP). The countrys Perormance Managementand Delivery Unit stated that the revenue or out-

sourcing rms in 2011 was around US $273M in

2011, up 139 percent rom the initial ETP target.

Japan Business Tower @WTC Manesar

Japan is ast emerging as one o Indias major trad-

ing partners as economic ties between the two

countries continues to improve. On the econom-

ic ront, under the India-Japan Strategic and Global

Partnership, the two sides have launched a Special

Economic Partnership Initiative, which has several

high-visibility fagship projects such as:

nWestern Corridor o the Dedicated Freight Corri-

dor to be partially unded by Japanese sot ODA loan,

n Delhi-Mumbai Industrial Corridor (DMIC),

whose project development will be partially unded

by Japan. The DMIC, projected to attract about $92

billion in oreign investment, will be built around the

DFC. A consortium o Japanese private sector com-

panies is collaborating with the DMIC Development

Corporation as well as the governments o the con-

cerned states, in developing eco-riendly townships in

the DMIC zone using Japans best practices.

There has also been a change in how the manage-

ments o Japanese companies perceive Indian rms as

they shit their ocus rom developed markets. They

see diversication o country exposure and having al-

ternative manuacturing bases as key to lowering risk.

Also, while Japanese businesses continue to generate

cash, there are minimal investment acquisition op-

portunities on the home ront. With the cost o capitalabysmally low (as little as 0.1%), it has become more

viable or Japanese investors to buy assets in India.

Some acts on the India Japan economic relations:

n A Comprehensive Economic Partnership Agree-

ment was signed by between Indian & Japanese gov-

ernments covering more than 90% o the trade.

n Delhi-Mumbai Industrial Corridor is a mega

inra-structure project o USD 100 billion with the

nancial & technical aids rom Japan, covering an

overall length o 1483 KMs between the political

capital and the business capital o India, i.e. Delhi

and Mumbai.

n About hal a dozen Japanese companies are

building smart cities in India.

n India Japan trade leapt by 30% between Aug

2011 and March 2012. Currently, the bilateral trade

stands at US$ 10,363.72 million rom in US$ 4,193.41

million 1996-97

A case in point is the Japan Business Tower at

WTC Manesar, a proactive initiative to serve Japanese

companies operating in India. As a dedicated space,

the tower will serve the Japanese Business Commu-

nity looking orward to establish their operations

here. The tower will have a much desired compatible

business eco-system required by the Japanese organi-

zations or their smooth operations. To ensure best

quality services, a dedicated Japanese Inormation

desk will be a key highlight o the centre which will act

as a single point o contact or various vital services

such as Relocation, Realty, Cross Cultural Trainingand Cultural Immersion or the Japanese community

in India. The desk will also have a separate section or

Translation Services rom various languages to Japa-

nese and vice-versa.

asia-japan


12/12

wtc manesar at nilf day 3

Documents