Indian Approach to Product Innovation: Missing the Magic Quadrant

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Presentations by Mr Jay Pullur, Founder & CEO - Pramati, at NASSCOM Product Conclave (NPC), Hyderabad, 3rd Apr during his keynote address.

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Indian Approach to Product Innovation: Missing the Magic Quadrant

  1. 1. Indian Approach to Product Innovation: Missing the Magic Quadrant LC N V MQ Jay Pullur, April 3, 2014
  2. 2. Some useful points from Zeus Kerravala, ZK Research I. Dot on MQ seems to legitimize a product’s position in the market III. Other Analyst firm report could play similar role II. Perceived de facto standard for IT decision-making
  3. 3. Services Internet PRODUCTS SERVICES I N D I A C L A S S I F I C A T I O N I N T E R N A T I O N A L C L A S S I F I C A T I O N Software
  4. 4. As (resourceful) Entrepreneurs, we would individually or collectively find ways to beat the odds, if we find acceptable, the thoughts presented here.
  5. 5. NY TIMES ARTICLE: SILICON VALLEY’S YOUTH PROBLEM
  6. 6. Source: Gartner (October 2005)
  7. 7. U N D E R S T A N D I N G V I S I O N The Design Pyramid from: http://www.nitibhan.com/p/my-work.html R E Q U I R E M E N T S D E S I G N SERVICE EXPERIENCE PRODUCT EXPERIENCE
  8. 8. Less of A-Type All Questions have an Answer More of O-Type Questions have an Many Options
  9. 9. E E e e e e e - Entrepreneurial E - Entrepreneur
  10. 10. Product People CapitalMarket Customer Strategy Far too many Indian Entrepreneurs and startups lack all the necessary skills, experience and connections for success with their ventures.
  11. 11. • The big fat VC (billion dollar valuations shake competitors and markets) • Ready networks (history and well-understood model of other ecosystems) • Increasing M&A (800lb gorilla competitor overnight) • Galloping Speed of innovation (fast changing customer taste, technology) • Threats global (formidable advantages of companies from US, China) • Volatile workforce (commitment hard to get) • Traction is protection (mind-grab, money-grab, land-grab path) • Design is business (consumerization; form over function) • Shorter cycles (mindset of change; fight or flight mode) • Changing costs (enablers of rapid pivot/direction change) • Building organizations difficult (scalability over stability) • Experience is irrelevant (from made-to-order and paid-to-make)
  12. 12. Randy Pausch, The Last Lecture

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