One day workshop done for Rs. 10 Crore Companies who are keen to grow to Rs. 50 Crores.

1. Crossing the 50 Crore ChasmAnand Deshpande and Ashok KorwarJune 2010

2. Workshop to help Companies grow fromRs. 10 Crores to Rs. 50 Crores

3. Know our biases …Our view from the fish tank. 3

4. Ashok Korwarashok@yourgrowthcatalyst.com Independent management consultant based in Pune Professor at IIM-A, 1990-2000 Strategic Advisor to Chairman of Polaris Software, 2000 – 2007 Division VP at EDS, Dallas Ph.D. – UCLA B. Tech, IIT Bombay

5. Anand Deshpandeanand@persistent.co.in Founder, Chairman and Managing DirectorPersistent Systems Limited. Persistent is a 4800 person; Rs. 600 Crore NSE/BSE listed Company. Techie background B. Tech IIT Kharagpur, MS, Ph.D. Indiana Universtityall in Computer Science (Databases) http://www.linkedin.com/in/ananddeshpande

6. Believe in nothing, no matter where you read it, or who said it, no matter if I said it, unless it agrees with your own reason and your own common sense. Gautam Buddha

7. Growing a business is a matter of choice. Before deciding to grow, be sure you know why you’re doing it.

8. What is Rs. 50 Crores? When you visualize, you materialize!

9. Rs. 50 Crores Rs. 50,00,00,000 Rs. 500,000,000 Rs. 500 Million Rs. 5 x 108

10. As of May 30, 2010

11. Infosys started in 1981Rs. 5 Crore in 1990-91 and Rs. 50 Crore in 1994-95. Polaris started in 1990Rs. 50 Crores in 1998-99 Persistent started in 1990 Rs. 10 Crores in 1999-00 and Rs. 50 Crores in 2002-03

12. From Rs. 10 Crores to Rs. 50 Crores:How fast will you get there? 50 10 time

13. Visualize your Rs. 50 Crore Business

15. Visualize your business at Rs. 50 Crores

16. Eliyahu M. Goldratt Applying Goldratt’s Theory of Constraints http://www.goldratt.com/

17. What determines your speed on the road?

18. Every System.. Has one constraint That chokes throughput The ‘Bottleneck’

19. What determines the strength of a chain?

20. External Constraint? The market? Do you have 50% market share? If not… Internal Constraint? Who will bell the cat?

21. Constraints … What prevents a bonsai tree from growing?

22. Mental blinders we put on ourselves ... But also the most common dominant constraint.. Policy Constraints ...

23. Policies as Constraints.. .. I will hire only people from IIT ? .. every project must earn 40% margin? .. I can trust only Indians in the field? .. I can’t pay more than.. …CEO must see every customer communication …people must be kept busy all the time..

24. Identifying Constraints.. Depends on the business model.. Use common-sense, it does not take statistical analysis! Thought experiment: if throughput goes up by an order of magnitude (10x) where will my system break down first? If I strengthen x-function, will throughput go up?

25. Constraint Is also Lever

26. What is holding you back? What’s your constraint?

27. Identify your constraint

28. How do we select which vendor to work with?

29. 29 We do business with people we trust!

30. For a small company, strategic positioning is critical for growth! Positioning establishes trust.

32. Small Companies have limited management bandwidth.

33. To Grow.. Vertical positioning is always better than horizontal Except in very early stage – technology enthusiasts.

34. Case Study Company Documentum. $2 million revenue for 3 years in a row Document management technology Potential: all people in all companies who manage complex documents

35. What did Documentum do? Focus on pharma companies, management of regulatory affairs. Applications to be submitted to over 100 regulatory bodies around the world! Takes one year to submit an application! (not to get it approved, to submit it!) Documents come from clinical studies, written reports, mails, databases…

36. With whose support? Technology departments? No – content to work with existing vendors Function head and his bosses

37. In one year.. Demonstrated that problem could be solved Signed up 30 leading pharma companies’ regulatory affairs departments Revenue to $8 million $25 million the next year

38. Analyzing Market Share and Segmentation

39. Defining entirely new markets. Blue Ocean Strategy.

40. It helps to catch a wave.

41. “Simplified” Pencil Sharpener Open window (A) and fly kite (B). String (C) lifts small door (D) allowing moths (E) to escape and eat red flannel shirt (F). As weight of shirt becomes less, shoe (G) steps on switch (H) which heats electric iron (I) and burns hole in pants (J). Smoke (K) enters hole in tree (L), smoking out opossum (M) which jumps into basket (N), pulling rope (O) and lifting cage (P), allowing woodpecker (Q) to chew wood from pencil (R), exposing lead. Emergency knife (S) is always handy in case opossum or the woodpecker gets sick and can't work.

42. Ensure that the troops are aligned with the message!

43. What business are we in? What are our competitive strengths and limitations? Do we have or can we develop a true market niche? What do we want to become in the long term? What is our strategy for competing effectively in our chosen markets and for achieving our long-term missions? What are the critical factors that will makes us successful or unsuccessful in achieving this long-term mission? What goals shall we set to improve our competitive effectiveness and organizational capabilities in each of these critical success areas?

44. Your 30 second pitch Framing: the market segment’s pain - : e.g. for BPOs who cant handle the complexity Framing: the product/service - : e.g. like leading workflow products But optimized for.. And I have the complete product/service

45. Your 30 second pitch Serving the same need as.. (in some other industry) Like.. Established Competitor, only better because.. Competitors are extremely useful for FRAMING!

46. Ability to hire peers is the key to success.

47. Why should someone join you?

48. Your Company’s culture is themost powerful tool for finding and keeping great employees. Don’t miss opportunities to reinforce it.

49. Growing a business can be thrilling!

50. You must use your passion to attract!

51. Wealth in the future?

52. What do you really need? You need a smalland ahungryteam that wants to go for it! 52

53. How you think is more important than what you know. Pick teammates for what they will do, not for what they have already done. 53

54. 54 The mountain does not give a damn about your resume. Without hunger, both skill and experience will remain in the base camp. There is nothing more dangerous than a moderate mountain. Only an ultimate mountain can forge an ultimate team. The only guidebook to your mountain is the one you will write. The best plan is the one that works.

55. Employee Stock Options are useful mechanisms as an incentive for attracting and retaining employees.

56. Vesting Plan 40% 30% 20% 10% ESOP Plan Basics Shares and Options Grant Price Exercise Price Gain Vesting Plan Cashless exercise Buy back – gain ESOP Trust 4 years

57. 1936 Indian Olympics Hockey Team Beyond the leaders; you need a team.

58. Getting the Organization Structure right is very important but rather difficult.

59. Hire good people even if you can’t figure out their role. By definition, they will find a way to contribute.

60. Difficult Decision:Should you hire a CEO?

61. Set up Internal Systems and Measures

62. Publish audited quarterly results within four weeks every quarter. Share them internally.

63. 63 UnderstandCash Flows

64. Profit is an opinion cash in the bank is fact. Old adage

65. Track what makes sense to your organization and your context.

66. Does your data help you make decisions? Align the granularity of your measurements and your decisions

67. Build your own dashboard

68. Avoid borrowing from amateur money lenders.

69. Do you really need the money? How do you plan to use it? Can you borrow from your customers?

70. VCs can be good for your business but understand their investment philosophy andmotivation

71. Beyond money.Be clear and upfront about what you are expecting from the VCs Attend Board Meetings Provide References – Business Personnel Help make understand industry best practices Freedom to operate No compete

72. Understand the Veto Rights VCs will Demand Board composition Change in management Changes in key resources Operational items – CAPEX / loans M&A Diversification Dividend above a certain level Appointment of Auditors – both statutory and internal

73. Understand and Beware!

74. Preference Rights Investor You

75. Have clear clauses for deadlock resolution, indemnities and warranties.

76. Exit is important. VC Funds have a time-frame. IPO Buy back Sale to third party with right of first refusal with Promoters Set criteria for exit and a formulae for valuation

77. Ensure that you have the right Capital Structure to scale.

78. Establish a network of mentors you trust.

79. Leverage Your Board. Independent Directors: your advisors and critics!

81. Have expertise that aligns with the needs of the business.

83. Relatives, friends

85. Read and understand legal documents carefully. Think through indemnities, warranties etc.

86. Think long-term. Run a clean business.

87. 84 Make your contribution to the society. Commit to Corporate Social Responsibility

88. Failure defeats losers, failure inspires winners. – Robert T. Kiyosaki, author, entrepreneur, investor

89. Go for it!