'PACIS conference was conducted for first time at ISB during July. Interesting set of events where Panel discussions were conducted among industry leaders from IT sector. I prepared a brief scribe of a panel discussion conducted by Mr. Bipin Paracha & Mr. Narsimha N'
On the third and the final day of PACIS conference, Professor Nishtha opened up the panel discussion introducing Mr. Bipin Paracha from Wipro & Mr. Narsimha N from Infosys. Professor Nishtha laid down the background of linear growth of employee count and revenues for Indian IT firms, an unsustainable business. Hence, the topic of the discussion was – Indian IT: Moving up the value chain.
Mr. Bipin Paracha (Wipro)
Mr. Bipin provided his insights into how the role of Indian IT is changing over time. He mentioned that IT has transformed from providing the ‘Mainframe’ oriented solutions to ‘helping businesses perform’ better. Prof. Nishtha then enquired about Wipro Consultancy and the acceptance of the same among the corporate. Mr. Bipin provided an excellent framework for Wipro Consulting position:-
Value Chain Progress path: - Provider > Contributor > Facilitator > Advisor > Change Agent
Further, Mr. Bipin emphasized the Wipro Brand has played a significant role in getting acceptance for Wipro Consultancy among clients. Along with Indian clients, Wipro Consulting is getting increased traction in Australia where bigger markets in US & UK still relate Wipro with only IT. However, Mr. Bipin was optimistic about a gradual diffusion process in these markets.
Mr. Narsimha N (Infosys)
To start with, Mr. Narsimha provided an account of gradual progression of Infosys. Initially, the company started as a cost arbitrage, with quality and quantity as its distinctions. However, the organization later realized the pivotal important to add more value to businesses and hence, moved from technology focus to Business solution provider. They focused o capturing the space before the execution stage that includes the elements of problem identification, problem solutions, and solution design.
Mr. Narsimha also mentioned that due to past success stories of solution implementation, Infosys holds an advantage over companies such as Accenture, as end-to-end solution implementers. He also suggested that within next 5-7 years, different Indian IT providers will differentiate in different capabilities and will offer a wide array of services.
Later, Mr. Narsimha also provided his insights about the growing trends in Industry due to emerging use of Profit revenue sharing model, where IT companies hold a stake in the game. For instance, TCS is conducting the Indian Passport project where TCS gets Rs.200 for every passport issued. These types of projects will bring more accountability and increased role of IT companies in various businesses.
Finally, before closing of the discussion, Mr. Narsimha reflected upon the opportunities provided by global recession. As industries change fundamentally and seek opportunities for cost reduction, it’s up to IT companies to up the ante and provide avenues for businesses to do so.
Showing posts with label Leadership and Strategy. Show all posts
Showing posts with label Leadership and Strategy. Show all posts
Thursday, July 30, 2009
Friday, December 12, 2008
Strategy's strategist: An interview with Richard Rumelt
One of the most informative interviews I have ever read. Not sure whether that's because of my incessant interest in what is getting discussed or because the thought process of Mr. Richard is simply awesome.
Check the article here
Check the article here
Sunday, October 05, 2008
An amazing story !!
I was reading some of speeches from emminent business leaders and came across this wonderful story from Azim Premji about the power of education and cascading effects of educating one child.
The story is about a poor Scottish farmer named Fleming. One day, while trying to make a living for his family, he heard a cry for help coming from a nearby bog. He dropped his tools and ran to the bog. There, mired to his waist in black muck, was a terrified boy, screaming and struggling to free himself. Farmer Fleming saved the boy from what could have been a slow and terrifying death. The next day, a fancy carriage pulled up to the Scotsman's sparse surroundings. An elegantly dressed nobleman stepped out and introduced himself as the father of the boy Farmer Fleming had saved.
"I want to repay you, " said the nobleman. "You saved my son's life." "No, I can't accept payment for what I did," the Scottish farmer replied, waving off the offer. At that moment the farmer's own son came to the door of the hovel.
"Is that your son?" the nobleman asked. "Yes," the farmer replied proudly.
"I'll make you a deal. Let me take him and give him a good education. If he's anything like his father, he'll grow to a man you can be proud of." And that he did. In time, Farmer Fleming's son graduated from St. Mary's Hospital Medical School in London, and went on to become known throughout the world as the noted Sir Alexander Fleming, the discoverer of Penicillin. Years afterward, the nobleman's son was stricken with pneumonia. What saved him?
Penicillin.
This is not the end. The nobleman's son also made a great contribution to society. For the nobleman was none other than Lord Randolph Churchill. And his son's name was Winston Churchill.
I think this is the only way for accelerating economic growth and development for the entire world economy. Those who know, share there information. You never know when you end up making a farm kid into Alexander Fleming.
The story is about a poor Scottish farmer named Fleming. One day, while trying to make a living for his family, he heard a cry for help coming from a nearby bog. He dropped his tools and ran to the bog. There, mired to his waist in black muck, was a terrified boy, screaming and struggling to free himself. Farmer Fleming saved the boy from what could have been a slow and terrifying death. The next day, a fancy carriage pulled up to the Scotsman's sparse surroundings. An elegantly dressed nobleman stepped out and introduced himself as the father of the boy Farmer Fleming had saved.
"I want to repay you, " said the nobleman. "You saved my son's life." "No, I can't accept payment for what I did," the Scottish farmer replied, waving off the offer. At that moment the farmer's own son came to the door of the hovel.
"Is that your son?" the nobleman asked. "Yes," the farmer replied proudly.
"I'll make you a deal. Let me take him and give him a good education. If he's anything like his father, he'll grow to a man you can be proud of." And that he did. In time, Farmer Fleming's son graduated from St. Mary's Hospital Medical School in London, and went on to become known throughout the world as the noted Sir Alexander Fleming, the discoverer of Penicillin. Years afterward, the nobleman's son was stricken with pneumonia. What saved him?
Penicillin.
This is not the end. The nobleman's son also made a great contribution to society. For the nobleman was none other than Lord Randolph Churchill. And his son's name was Winston Churchill.
I think this is the only way for accelerating economic growth and development for the entire world economy. Those who know, share there information. You never know when you end up making a farm kid into Alexander Fleming.
Friday, June 27, 2008
Leadership Jack Welch eestyle !!
Disclaimer: As I was re-organizing some old content on my lappy, I came across some old write and blog collections. The one that follows is from an unknown source. I simply found the write compelling since I have turned a big fan of 'Jack Welch' after reading his 'Winning'
A couple of years ago, former General Electric CEO Jack Welch visited the Stanford Graduate School of Business to talk about leadership and his book, Winning. With about 800 people, we had a public conversation about managing. The best comment he made, I thought, was the simplest. It's something I believe and try to practice every day. Leadership is not about you. It's about the people who work for you. "The day you become a leader, it becomes about them," Welch said. "Your job is to walk around with a can of water in one hand and a can of fertilizer in the other. Think of your team as seeds and try to build a garden. It's about building these people," he insisted. "Only you will know the team." That's right. The minute you move from being a task-oriented professional to being a manager of people, it stops being about your individual talents, your successes, and starts being all about coaching, motivating , teaching, supporting, removing roadblocks, and finding resources for your employees.
Leadership is about celebrating their victories and rewarding them; helping them analyze when things don't go according to the plan. Their successes become your successes. Their failures are yours too. Too many people today think leading is exclusively about their own performance. Even some of those who become CEOs, usually highly intelligent people who worked hard to get where they are, turn into self-aggrandizing individuals once they hit the executive suite. Too many people, perhaps encouraged by the media, have developed an obsession with leaders. In his book on hierarchies, Top Down, Hal Leavitt covers a broad range of issues. Leavitt, who is the Kilpatrick professor of organizational behavior emeritus at the B-school , surmises that part of today's infatuation with the leadership discussion springs from the fact that we perceive organizations have become flatter, when they are still hierarchical , though changed to being "participative" and "groupy." They have become harder to navigate with chains of command that are less clear. As a result, leadership qualities are more important for managers at every level, not just for those at the top of an authority pyramid.
Although it is difficult to find common characteristics among acknowledged leaders (What would Winston Churchill have in common with Mother Teresa?) , Leavitt identifies three recurring themes of leadership : transformation, persuasion, and competence. Leaders are able to transform or change a situation. They can influence others and motivate them to follow. They exude confidence and competence about what they are doing that inspires others. At the B-school , we have created a leadership development program that gives students experiences and coaching to help recognize and reinforce some of these qualities. Of prime importance, in my view, is the notion that leadership is about change and a leader must leverage those who work for him or her, empower and support them with regular feedback, rewards, and exchange of ideas.
Of course, sometimes leaders have to 'weed the garden' in Welch's pithy vocabulary. The tough job of firing and hiring is part of creating an effective team. One person, no matter how talented, cannot accomplish much in a managed organization of today's complexity and global reach. Transforming through others is the job of the leader at any level. Said Welch when he was here: "The day you become a leader, your job is to take people who are already great and make them unbelievable."
A couple of years ago, former General Electric CEO Jack Welch visited the Stanford Graduate School of Business to talk about leadership and his book, Winning. With about 800 people, we had a public conversation about managing. The best comment he made, I thought, was the simplest. It's something I believe and try to practice every day. Leadership is not about you. It's about the people who work for you. "The day you become a leader, it becomes about them," Welch said. "Your job is to walk around with a can of water in one hand and a can of fertilizer in the other. Think of your team as seeds and try to build a garden. It's about building these people," he insisted. "Only you will know the team." That's right. The minute you move from being a task-oriented professional to being a manager of people, it stops being about your individual talents, your successes, and starts being all about coaching, motivating , teaching, supporting, removing roadblocks, and finding resources for your employees.
Leadership is about celebrating their victories and rewarding them; helping them analyze when things don't go according to the plan. Their successes become your successes. Their failures are yours too. Too many people today think leading is exclusively about their own performance. Even some of those who become CEOs, usually highly intelligent people who worked hard to get where they are, turn into self-aggrandizing individuals once they hit the executive suite. Too many people, perhaps encouraged by the media, have developed an obsession with leaders. In his book on hierarchies, Top Down, Hal Leavitt covers a broad range of issues. Leavitt, who is the Kilpatrick professor of organizational behavior emeritus at the B-school , surmises that part of today's infatuation with the leadership discussion springs from the fact that we perceive organizations have become flatter, when they are still hierarchical , though changed to being "participative" and "groupy." They have become harder to navigate with chains of command that are less clear. As a result, leadership qualities are more important for managers at every level, not just for those at the top of an authority pyramid.
Although it is difficult to find common characteristics among acknowledged leaders (What would Winston Churchill have in common with Mother Teresa?) , Leavitt identifies three recurring themes of leadership : transformation, persuasion, and competence. Leaders are able to transform or change a situation. They can influence others and motivate them to follow. They exude confidence and competence about what they are doing that inspires others. At the B-school , we have created a leadership development program that gives students experiences and coaching to help recognize and reinforce some of these qualities. Of prime importance, in my view, is the notion that leadership is about change and a leader must leverage those who work for him or her, empower and support them with regular feedback, rewards, and exchange of ideas.
Of course, sometimes leaders have to 'weed the garden' in Welch's pithy vocabulary. The tough job of firing and hiring is part of creating an effective team. One person, no matter how talented, cannot accomplish much in a managed organization of today's complexity and global reach. Transforming through others is the job of the leader at any level. Said Welch when he was here: "The day you become a leader, your job is to take people who are already great and make them unbelievable."
Sunday, June 22, 2008
Enterprise of the Future - IBM Global CEO Study.
Today I happened to read IBM's Global CEO Study - a study that I downloaded from my maiden visit to HBR Online website. I have been a regular reader of printed version of HBR as I like on reading on paper rather than online. I visited the online version just in hope to get some good case study to read over the weekend and I got one - The Enterprise of Future.
I took print out of the 79 page study from my office. Before diving deep in the study I observed with my room mate and old college friend that the print out- 79 page thick almost resemble with the complete study material we used to have for one subject during our engineering.
The study is basically a collection of responses of survey & Interviews of more than 1000 CEO's worldwide. I also learnt that this was the third such study conducted by IBM and it’s primarily focused on how the organizations should respond to the rising challenges and how the Enterprise of future would look like. The striking revelations of the study focused on the following five traits of success for the organizations:
1. Organizations should manage change in a thoughtful and well planned manner rather than in reactive manner. Organizations that promote change as an integral part of there culture and day to day work are more likely to succeed.
2. Organizations that foresee the ever increasing customer awareness as opportunity to collaborate with customers to design breakthrough products and services are more likely to capture customer attentions. Innovation needs to be a way of life.
3. Global integration - not just riding on the growth in developing economies such as India and China but to position the business in such a manner that you source where its most cost-effective, produce where its best quality, and sell where its most profitable. Further, rapid reconfiguration when new opportunities appear should be on high agenda.
4. Since it is becoming highly unlikely to differentiate in terms of products and services, organizations are trying to differentiate and change the business models. The Enterprise Model Innovation is most commonly followed.
5. CSR is rising on CEO's agenda - With the increasing awareness among consumers and potential employees about the social aspects of business, enterprises are embarking on a path towards genuine CSR activities to win trust and loyalty.
Each of the above point is explained in depth and supported by the survey data in the study. I found the compelling insights invaluable to develop a macro-view of where companies are moving / should move in the next 2-3 years. If interested, you may read the complete study Here
Ciao
~Vinit
I took print out of the 79 page study from my office. Before diving deep in the study I observed with my room mate and old college friend that the print out- 79 page thick almost resemble with the complete study material we used to have for one subject during our engineering.
The study is basically a collection of responses of survey & Interviews of more than 1000 CEO's worldwide. I also learnt that this was the third such study conducted by IBM and it’s primarily focused on how the organizations should respond to the rising challenges and how the Enterprise of future would look like. The striking revelations of the study focused on the following five traits of success for the organizations:
1. Organizations should manage change in a thoughtful and well planned manner rather than in reactive manner. Organizations that promote change as an integral part of there culture and day to day work are more likely to succeed.
2. Organizations that foresee the ever increasing customer awareness as opportunity to collaborate with customers to design breakthrough products and services are more likely to capture customer attentions. Innovation needs to be a way of life.
3. Global integration - not just riding on the growth in developing economies such as India and China but to position the business in such a manner that you source where its most cost-effective, produce where its best quality, and sell where its most profitable. Further, rapid reconfiguration when new opportunities appear should be on high agenda.
4. Since it is becoming highly unlikely to differentiate in terms of products and services, organizations are trying to differentiate and change the business models. The Enterprise Model Innovation is most commonly followed.
5. CSR is rising on CEO's agenda - With the increasing awareness among consumers and potential employees about the social aspects of business, enterprises are embarking on a path towards genuine CSR activities to win trust and loyalty.
Each of the above point is explained in depth and supported by the survey data in the study. I found the compelling insights invaluable to develop a macro-view of where companies are moving / should move in the next 2-3 years. If interested, you may read the complete study Here
Ciao
~Vinit
Tuesday, June 10, 2008
Leadership - Risk taking is imperative.
I can't agree more with the subject. Each of us has immense potential and everyone wants to achieve a lot. However, the only thing that stops individuals is the risk associated with the short term decisions.
Many times for long term benefits, short term losses have to suffered. But one gets courage to take those risks and handle those losses in short term only and only if one is clear of his/her long term goals. If you can clearly see the direction in which you are moving, you will become a better leader overnight.
You will synergize efforts towards a particular direction. You will overcome obstacles in your way. You will either build upon your small successes or learn from your failures but towards your ultimate goals. The same sense of direction needs to be complemented by the most important attribute of leadership- Perseverance.
History testifies that there are many great personalities such as Henry Ford, Steve Jobs, and Walt Disney failed in early ventures. However, they were persistent and passionate towards their ultimate goal. It’s the perseverance that separates the best from the mediocre. Understandably you will fail in your ventures and attempts. But that's not failure. That in fact is a wonderful learning opportunity. The real failure is when you give up and decide not to give it a try at all.
So, it settled. Quitting a not an option.
To conclude, Leadership requires clear long term vision, risks in short term, and perseverance to sustain on self development road.
Many times for long term benefits, short term losses have to suffered. But one gets courage to take those risks and handle those losses in short term only and only if one is clear of his/her long term goals. If you can clearly see the direction in which you are moving, you will become a better leader overnight.
You will synergize efforts towards a particular direction. You will overcome obstacles in your way. You will either build upon your small successes or learn from your failures but towards your ultimate goals. The same sense of direction needs to be complemented by the most important attribute of leadership- Perseverance.
History testifies that there are many great personalities such as Henry Ford, Steve Jobs, and Walt Disney failed in early ventures. However, they were persistent and passionate towards their ultimate goal. It’s the perseverance that separates the best from the mediocre. Understandably you will fail in your ventures and attempts. But that's not failure. That in fact is a wonderful learning opportunity. The real failure is when you give up and decide not to give it a try at all.
So, it settled. Quitting a not an option.
To conclude, Leadership requires clear long term vision, risks in short term, and perseverance to sustain on self development road.
Thursday, March 13, 2008
The HCL Way
In today’s knowledge arena, employees are most important. In past it was the process that was important. Today it is the people. Nobody understands this better than Vineet Nayar, CEO of HCL Technologies.
He has brought some very interesting changes and speaks of an innovative approach to manage employees. Some of his innovations are:
1. The managers at HCL are rated both by Seniors and their subordinates
2. The rating is available at the intranet and anyone can see it, even the juniors
3. There is an online help desk approach and every employee, be it a fresher or senior executive opens a ticket there for absolutely any issue they may have. Furthermore, it is the employees who close the ticket and no on else.
4. His philosophy is Employees first, customer second even in front of the customers.
5. Mr. Nayar replies to each and every question or query that is posted on a common forum personally everyday week.- He does this on Sunday morning
Amazing Leadership !!
He has brought some very interesting changes and speaks of an innovative approach to manage employees. Some of his innovations are:
1. The managers at HCL are rated both by Seniors and their subordinates
2. The rating is available at the intranet and anyone can see it, even the juniors
3. There is an online help desk approach and every employee, be it a fresher or senior executive opens a ticket there for absolutely any issue they may have. Furthermore, it is the employees who close the ticket and no on else.
4. His philosophy is Employees first, customer second even in front of the customers.
5. Mr. Nayar replies to each and every question or query that is posted on a common forum personally everyday week.- He does this on Sunday morning
Amazing Leadership !!
A new dimension to my beloved blog
I am commencing this new label to capture my reading and my understandings of various article I read, situation I face, and people I observe. I hope this helps me track my progress, improve my understanding, and help me excel in this key subject!!
According to the Tata Leadership Practice, the three buckets a Leader should focus are:
> Leadership of Result
> Leadership of Business
> Leadership of People.
Amazing categorization I must admit. Of course, it is not tough to moot upon 10 more such buckets. However, I think above categorization follows the MECE [Mutually Exclusive Collectively Exhaustive] principle. Today I will venture to write on the first bucket - Leadership of Result
Results, a conception that has followed each one of us from the Kinder garden days. How much did you score in the exam? What position did you secure in your class? A lot would depend upon the results. A report card would decide whether I get chocolates, new cricket bat, a new red Bicycle or I get scolding, no vacation trips to relatives, and reduced cricket hours in the evening. We all have experienced similar instances in our lives and we have been nurtured to get results. So, what does result mean to leaders?
To me, the Results mean two things to leaders- first, to maintain the fire within themselves to achieve stellar results and second, to act as a spark plug to fire the zeal within their people to achieve even better results. I also believe that these increasingly simple looking two lines of "gyan" is among the most difficult things to achieve. A leader has to show and, more importantly, maintain exceptional energy level, establish high standards, and perceive things before its too late.
In addition, a successful leader has to provide breakthrough means to his team to achieve results. In doing so, leader needs to nurture innovation, maintain customer focus, and consistently educate his followers about the importance of results. I personally feel from my experiences that when people are informed about the importance of the work delegated to them and hence, recognized for their contribution, they are generally much more responsive, motivated, and energetic.
Ahhh..Beautiful composition I guess to kick-start my rejuvenation to give this blog a new avtaar.
A voice that echo currently in my mind is from a dear friend who would criticize such articles that reading and writing such articles is one thing but showing this attitude is another and "impossible" in bureaucratic, political set-ups in corporate world. I concur partially with him. Of course implementing this knowledge is paramount. However, I am also of the opinion that we work in two ways - First when we take risks, fail / pass, and learn from practical mistakes and second, when we learn things first and strive to implement them and continue to learn.
Isn't the second point the reason we all went to Kinder Garden. If only, I were to know these attributes earlier, perhaps I would have received more chocolates, more cricket kits, and more red Bicycles.
According to the Tata Leadership Practice, the three buckets a Leader should focus are:
> Leadership of Result
> Leadership of Business
> Leadership of People.
Amazing categorization I must admit. Of course, it is not tough to moot upon 10 more such buckets. However, I think above categorization follows the MECE [Mutually Exclusive Collectively Exhaustive] principle. Today I will venture to write on the first bucket - Leadership of Result
Results, a conception that has followed each one of us from the Kinder garden days. How much did you score in the exam? What position did you secure in your class? A lot would depend upon the results. A report card would decide whether I get chocolates, new cricket bat, a new red Bicycle or I get scolding, no vacation trips to relatives, and reduced cricket hours in the evening. We all have experienced similar instances in our lives and we have been nurtured to get results. So, what does result mean to leaders?
To me, the Results mean two things to leaders- first, to maintain the fire within themselves to achieve stellar results and second, to act as a spark plug to fire the zeal within their people to achieve even better results. I also believe that these increasingly simple looking two lines of "gyan" is among the most difficult things to achieve. A leader has to show and, more importantly, maintain exceptional energy level, establish high standards, and perceive things before its too late.
In addition, a successful leader has to provide breakthrough means to his team to achieve results. In doing so, leader needs to nurture innovation, maintain customer focus, and consistently educate his followers about the importance of results. I personally feel from my experiences that when people are informed about the importance of the work delegated to them and hence, recognized for their contribution, they are generally much more responsive, motivated, and energetic.
Ahhh..Beautiful composition I guess to kick-start my rejuvenation to give this blog a new avtaar.
A voice that echo currently in my mind is from a dear friend who would criticize such articles that reading and writing such articles is one thing but showing this attitude is another and "impossible" in bureaucratic, political set-ups in corporate world. I concur partially with him. Of course implementing this knowledge is paramount. However, I am also of the opinion that we work in two ways - First when we take risks, fail / pass, and learn from practical mistakes and second, when we learn things first and strive to implement them and continue to learn.
Isn't the second point the reason we all went to Kinder Garden. If only, I were to know these attributes earlier, perhaps I would have received more chocolates, more cricket kits, and more red Bicycles.
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