The document discusses the opportunities for entrepreneurship and innovation in India given various trends like globalization, connectivity, digitization, and the convergence of technologies. It argues that commercial value will be created at the intersection of multiple scientific disciplines to address challenges like aging, climate change, and chronic diseases. However, scientific discoveries are increasingly specialized and geographically distributed, creating a need for collaborative capacity to stitch together solutions. Entrepreneurship can help mobilize talent and resources globally to reduce the time and cost of moving science from the lab to the market. India has an opportunity to become a global source of innovations by leveraging its access to talent and collaborative capacity.
Some lessons from BRAC, the world\'s largest NGO on how to alleviate poverty through the power of creating economic activity for people at the Bottom of the Pyramid
Usually the companies in the richer world and the products which comes to the market are usually focused on Tier 1, 2 & 3 markets. Tier 4 markets i.e Bottom of Pyramid Markets are usually devoid of products. Many Companies like Hindustan Unilever, Aravind Eyecare, Narayan Hrudiyalaya, Jaipur Foot, Eid Parry, Lijjat Papad, ITC Ltd, etc have came up with the products that are specially made for BOP markets. The market volume is very high as more than 4000 million people in the world are below $2 annual per capita income, Even 46% of the Indian population live below the poverty line.......This people cannot afford to the products available for the tier 1,2 & 3 markets as they cannot afford them..... Thus a greater potential occurs at the BOP market.....Catering BOP market doesn't mean catering 'sachets" to them. Making such products which are affordable by these markets...and thus making profits..... Instead enabling them to purchase the product by enhancing the buying power of the consumers..........Reverse Innovation can bring upon the change to the BOP markets.......
Myths and Reality at the Bottom of the PyramidDY Works
5-6 years since the late CK Prahlad sexed up this demographic, Bottom of the Pyramid has been hotly discussed and grossly misrepresented. Here is DMA Yellow Works' view on the subject.
The Fortune at the Bottom of the PyramidOutline India
The presentation is based on the book “Future At The Bottom Of The Pyramid” by C.K Prahalad and tries to encapsulate his research. It starts off with the notion of how 4-5 billion poor people of the world is unserved by the private sector. Then it addresses the bottom of pyramid (BOP) as a business opportunity and a viable market. It talks about democratizing the commerce and making globalisation benefits reach everybody. The presentation talks about the nature of the BOP market and states some principles that needs to be followed while catering to them. The presentation contains 3 case studies of ITC, HUL and Jaipur Rugs mentioned in the book and tries to explain how they adapted to the BOP market and adjusted their business models to serve the rural India. It also contain slides which tries to incorporate the learnings and takeaways from the book into the OUTLINE India’s business model.
The notion that the Bottom of the Pyramid (BOP) consumers is a segment that is not important for the long-term viability of most of the businesses is no more classified as ‘accepted wisdom’. There is a shift in thinking of MNCs which now are considering BOP consumers as a potential source of revenues as well as drivers of innovation. Targeting the subsistence marketplaces poses various challenges for MNCs, but has favourable outcomes for BOP participants, economy and business organizations. This paper identifies the challenges of launching products targeting BOP markets in India and discusses the implications for consumers, national economy, and companies targeting BOP consumers.
I recently made a presentation to a group of marketing experts at the 2nd Annual Marketing to Low Income Consumers Master-class.
Attached was my presentation. In summary, whatever marketing strategies we have employed in the past are irrelevant. It seems no one really knows how to market to this economic class. What we do know is that Africa has the fastest urbanization rate in the world and so the key thing is how do we make transition easier for them with our products?
Marketing shouldn’t meet customers at their station in life, it should ASPIRE to a higher level and offer a social value; quite often that is the failure of the strategies at the BOP.
Our products must have a purpose. They should cater for people with rural income but urban aspirations.
Please go through the presentation and I look forward to your views on this topic. As marketers, we need to fully understand the BOP; who are they? and only then can we begin to crack and develop strategies that work for them.
Many companies have resulted in developing LUP's for the sake of driving penetration, distribution and affordability. Do you think this is the right way to go? Personally, I think there's so much more to it than just driving penetration with smaller packs.
Share your views and let's discuss more.
Marketing Project for BOP at Peru - Assembled ShoesJoao Rendon Kahn
Presentation of Marketing Plan for "Latea Perú"
(Assembled Shoes for BOP people at Lima)
Elective: Social Marketing - Marketing at the BOP
IE Business School, November intake 2013
Some lessons from BRAC, the world\'s largest NGO on how to alleviate poverty through the power of creating economic activity for people at the Bottom of the Pyramid
Usually the companies in the richer world and the products which comes to the market are usually focused on Tier 1, 2 & 3 markets. Tier 4 markets i.e Bottom of Pyramid Markets are usually devoid of products. Many Companies like Hindustan Unilever, Aravind Eyecare, Narayan Hrudiyalaya, Jaipur Foot, Eid Parry, Lijjat Papad, ITC Ltd, etc have came up with the products that are specially made for BOP markets. The market volume is very high as more than 4000 million people in the world are below $2 annual per capita income, Even 46% of the Indian population live below the poverty line.......This people cannot afford to the products available for the tier 1,2 & 3 markets as they cannot afford them..... Thus a greater potential occurs at the BOP market.....Catering BOP market doesn't mean catering 'sachets" to them. Making such products which are affordable by these markets...and thus making profits..... Instead enabling them to purchase the product by enhancing the buying power of the consumers..........Reverse Innovation can bring upon the change to the BOP markets.......
Myths and Reality at the Bottom of the PyramidDY Works
5-6 years since the late CK Prahlad sexed up this demographic, Bottom of the Pyramid has been hotly discussed and grossly misrepresented. Here is DMA Yellow Works' view on the subject.
The Fortune at the Bottom of the PyramidOutline India
The presentation is based on the book “Future At The Bottom Of The Pyramid” by C.K Prahalad and tries to encapsulate his research. It starts off with the notion of how 4-5 billion poor people of the world is unserved by the private sector. Then it addresses the bottom of pyramid (BOP) as a business opportunity and a viable market. It talks about democratizing the commerce and making globalisation benefits reach everybody. The presentation talks about the nature of the BOP market and states some principles that needs to be followed while catering to them. The presentation contains 3 case studies of ITC, HUL and Jaipur Rugs mentioned in the book and tries to explain how they adapted to the BOP market and adjusted their business models to serve the rural India. It also contain slides which tries to incorporate the learnings and takeaways from the book into the OUTLINE India’s business model.
The notion that the Bottom of the Pyramid (BOP) consumers is a segment that is not important for the long-term viability of most of the businesses is no more classified as ‘accepted wisdom’. There is a shift in thinking of MNCs which now are considering BOP consumers as a potential source of revenues as well as drivers of innovation. Targeting the subsistence marketplaces poses various challenges for MNCs, but has favourable outcomes for BOP participants, economy and business organizations. This paper identifies the challenges of launching products targeting BOP markets in India and discusses the implications for consumers, national economy, and companies targeting BOP consumers.
I recently made a presentation to a group of marketing experts at the 2nd Annual Marketing to Low Income Consumers Master-class.
Attached was my presentation. In summary, whatever marketing strategies we have employed in the past are irrelevant. It seems no one really knows how to market to this economic class. What we do know is that Africa has the fastest urbanization rate in the world and so the key thing is how do we make transition easier for them with our products?
Marketing shouldn’t meet customers at their station in life, it should ASPIRE to a higher level and offer a social value; quite often that is the failure of the strategies at the BOP.
Our products must have a purpose. They should cater for people with rural income but urban aspirations.
Please go through the presentation and I look forward to your views on this topic. As marketers, we need to fully understand the BOP; who are they? and only then can we begin to crack and develop strategies that work for them.
Many companies have resulted in developing LUP's for the sake of driving penetration, distribution and affordability. Do you think this is the right way to go? Personally, I think there's so much more to it than just driving penetration with smaller packs.
Share your views and let's discuss more.
Marketing Project for BOP at Peru - Assembled ShoesJoao Rendon Kahn
Presentation of Marketing Plan for "Latea Perú"
(Assembled Shoes for BOP people at Lima)
Elective: Social Marketing - Marketing at the BOP
IE Business School, November intake 2013
The Grand Challenge Project is currently underway as a collaboration between the RCA School of Design and CERN.
The Grand Challenge is a unique project that involves all 1st-year School of Design Students from the Fashion, Textiles, IDE, GID, Service Design, Product Design and Intelligent Mobility Programmes; about 380 students, the biggest students cohort ever involved in an RCA project.
Running for 8 weeks in partnership with scientists from CERN, the project is exploring four key themes (Health and Wellbeing, Digital Disruption, Energy, Infrastructure and the Environment; Social and Economic Disparity).
This is a talk being given at the start of the second week of the project to share some of the key insights from 2018 Future Agenda projects that will help to provoke debate and innovation across the four themes.
Stacking the Odds for Success: A Six-Stage Process to Articulate and Promote Your Entrepreneurial Idea
Jon Obermeyer
Jon Obermeyer, Director of External Education and Outreach at Wake Forest University Institute for Regenerative Medicine, and former CEO of the Piedmont Triad Entrepreneurial Network (PTEN), will be our dynamic lunchtime speaker providing us with a toolkit for developing entrepreneurial ideas.
Entrepreneurs seeking venture capital follow a standard format for attracting outside investment, using six topic areas to describe concisely and compellingly the viability of a new product or service. This same process can be used for library professionals to articulate and promote their innovative concept to peers, administrators and strategic partners. Return-on-investment for this session will include an understanding of what makes a new idea compelling and more likely to be successful in execution, as well as a one-page template participants can use following the conference.
The Medical Device industry innovates and drives scientific opportunities in specific global markets for a reason. There are common ingredients in these markets that allow Med Tech innovation to thrive from historical early successes to institutional fortitude to state/country support. Whatever the driver was, the other ingredients cannot be ignored to achieve sustainable innovation and sustainable scientific job growth.
Business Innovation Report by TrendsSpotting: Innovation Strategy, Performanc...Taly Weiss
The purpose of this review is to provide a deep understanding of innovation and its business potential. We will focus on innovation outcomes in terms of performance and present empirical findings linking innovation to business success. We introduce basic definitions of innovation, explore the most common forms of innovation (adding examples and case studies) and discuss disruptive innovation. We identify key innovation strategies developed and tested in academic and business research. We glance into rankings of the most innovative companies to learn on their performance and growth potential. Finally we will study how companies measure innovation and what parameters are critical for them to follow. At the end of the report, we have compiled an insightful “take away” and present extensive case study summarizing key innovation aspects in innovation implementation.
The 140 page PPT report is targeted at innovation stakeholders aiming to promote innovation efforts linked to business success & growth
Changes of tomorrow - trends transforming societyHyper Island
This report of trends transforming society is the publication of our work process to guarantee quality programs for our students and help our clients to adapt and lead the change and thrive in the future. Tracking trends is part of our every day work and we do it collectively with our network. We encourage you to do the same. Learn how under this link: changes-of-tomorrow.hyperisland.com
II-SDV 2017: What is Innovation and how can we measure it?Dr. Haxel Consult
Innovation means many different things to many people. Ask five people and you will likely get ten answers. But all agree that it is a key driver behind the success of organizations, the growth of economies and provides major contributions in addressing global problems. This presentation will examine various analytical methods and possible metrics for measuring innovation and determining relative performance of organizations. The challenges involved in assessing innovation and how these can be addressed will be explored. The pros and cons associated with the metrics identified will also be discussed with a view to identifying a practical method for assessing innovation.
Dwarka expressway: Road of Abundance and OpportunitiesMukul Bhartiya
Dwarka Expressway is the road of opportunity and abundance. It has given and will give new shape not only to Gurgaon but entire Delhi-NCR. Some facts are given in this presentation.... visit us @ www.facebook.com/EthicalConsulting
A pair trade is the taking of a long position in one security together with an equal short position in another that is strongly correlated with it. It is sometimes used to refer to multiple long and short positions that are similarly matched.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Knowledge engineering: from people to machines and back
Dr. C.K. Prahalad
1. Entrepreneurship: Antidote to Poverty & Stagnation C.K. Prahalad Paul and Ruth McCracken Distinguished University Professor The Ross School of Business, The University of Michigan
2. Point of Departure History of Ag. and Ind. Prowess History of Intellectual Vitality History of Global Trade & Commerce Record of Industrial Devpt. ? How do we Change the Trajectory of the Region?
3. Emerging Opportunity Space New Approach to Innovation: “ Role of Science” Global Access To Talent and Markets Increasing Complexity: “ New Ecosystems” Growth and Change Entrepreneurship and Innovation as Levers?
5. The New Age of Innovation: The Basic Thesis Globalization Connectivity, Digitization, Convergence, Social Networks A New Approach To Innovation & Value Creation + =
6.
7. Discontinuities Challenge the “Firm Centric View” of the World: Consider: Convergence of Technologies, Convergence of Industry Boundaries, Ubiquitous Connectivity The Emergence of New Sciences
8. Emerging Entertainment Space Digital TV set Digital Video Recorder Digital Set-top Box Flat Displays Tablet PC PC DVD Stereo System Game Console Cable TV Satellite TV Internet Video Video Camera Cell Phone Web TV Digital Camera HDTV CD Player Multimedia Storage Digital Broadcasting Electronic Toys Reality TV PDA PCTV Interactive TV Pager MP3 Player Printers Scanners Digital Imaging System Telematics Laptop Handheld Video on demand FAX Home Networking E-mail Digital Jukebox Wearable Computer
9. Consumers and the Wellness Space? Nutritional supplements Health supplements Herbal medicine Alternative medicine Nutraceuticals Cosmaceuticals Cosmetics Beauty aids Health foods Lifestyle drugs Therapeutics Ayurveda Specialty clinics Hospitals Treatment centers Health spa Self care Remote diagnostics Minimally invasive treatments Pharma drugs Medical devices Fitness regimen Remote consultation Drug delivery Genetic screening Personalized medicine Pharmacogenomics Assisted Living Yoga Surgery
10. Consumers and the Wellness Space? Nutritional supplements Health supplements Herbal medicine Alternative medicine Nutraceuticals Cosmaceuticals Cosmetics Beauty aids Health foods Lifestyle drugs Therapeutics Ayurveda Specialty clinics Hospitals Treatment centers Health spa Self care Remote diagnostics Minimally invasive treatments Pharma drugs Medical devices Fitness regimen Remote consultation Drug delivery Genetic screening Personalized medicine Pharmacogenomics Assisted Living Yoga Surgery
11. * Computing, Communications, Components, CE, Software, (e.g. Philips, Sony, Dell, Microsoft, ..) * Chemical and Electronics (e.g. Kodak) * Mechanical and Electronics (e.g. Ford, ABB) * PCP and Pharmaceuticals (e.g. P&G, Revlon, UL) * Food and Pharmaceuticals (e.g. UL, Nestle) * Commodity Products and High Tech (e.g. Cargill) * Retailing, F. Services and Databases (e.g. Wal-Mart, Citicorp., Tesco, ..) Fusion of New and Old Knowledge, Creation of Hybrids, Forgetting, Learning, Harmonizing, and Investing. Convergence of Technologies and Markets
12.
13. The Value Creation Process Based on Advances in Science Science: Multiple Specialized Fields Major Opportunities (Problems) Ageing, Climate Change, Chronic Diseases Changes in Economic Models of Traditional Industries e.g. Insurance, Food New Industries e.g. Carbon Trading
14. The Innovation Paradox Scientific Discoveries are Increasingly Geographically Distributed USA, Europe, Japan, S.Korea China, Singapore, India,…….. Scientific Discoveries are Increasingly focused on Narrow Fields of Specialization # Journals # Papers Nobel Prize Winners R&D Spend # of Scientists # of Patents Intellectual Geographical Diversity Diversity
15. The Innovation Paradox Scientific Discoveries are Increasingly Geographically Distributed USA, Europe, Japan, S. Korea China, Singapore, India,…… Scientific Discoveries are Increasingly focused on Narrow Fields of Specialization # of Journals # of papers Nobel Prize Winners R&D Spend # Patents # of Scientists Intellectual Geographical Diversity Diversity Commercial Value is Created at the Intersection of Multiple Scientific Disciplines (e.g. Ageing, Climate Change, Chronic Disease Mgt.)
16. Mapping an IP Portfolio to slowdown Ageing The IP Portfolio ( ≠ patent portfolio) to Slowdown Ageing? Role of Family and Community Predisposition to disabilities How does this Person compare With Cohorts? Likelihood of Encountering Problems Cognition/ Memory/Motor skills Repairing ageing Structures (e.g. bones)
17. Mapping an IP Portfolio to slowdown Ageing The IP Portfolio ( ≠ patent portfolio) to Slowdown Ageing? Sociology Genetics Databases, IT systems Predictive Modeling Brain Studies New Materials Nano Tech
18. The Innovation Paradox Scientific Discoveries are Increasingly Geographically Distributed USA, Europe, Japan, China, Singapore, India Scientific Discoveries are Increasingly focused on Narrow Fields of Specialization # of Journals # of Papers Nobel Prize Winners R&D Spend # of Patents # of Scientists Intellectual Geographical Diversity Diversity Stitching together an IP Portfolio is Critical Commercial Value is Created at the Intersection of Multiple Scientific Disciplines (e.g. Ageing, Climate Change, Chronic Diseases)
19. The Innovation Paradox Highly Specialized, Geographically Distributed Science Base and the Need for Harmonizing Multiple Specialties to Create Commercially Viable Solutions will Force us to Consider the Relative Importance of Collaborative Capacity Investment Capacity Integrative Capacity
20. Making the Business Connection Chronic Disability e.g. Diabetes Living with Diabetes Housing Healthcare Food Mobility Insurance/ Fin. Svcs. Living a Full Life Travel Safety Community Connectivity Entertainment Breakdown of Traditional Industry Boundaries
21. Innovation Paradox Business Opportunities Based on: Investment Capacity Collaborative Capacity New Business Models Emerging Markets As a Source of Business Innovations
22.
23. Impact of Convergence Connectivity Embedded Software New Sciences on Businesses
29. Transformation of Traditional Industries: Truck Tires Sell a tire Price ? Transaction Sell Usage, New Business Model Relationship
30. Transformation of Traditional Industries: Truck Tires Sell a tire Price ? Transaction Sell Usage, Personalized Co Created Experience, New Business Model Relationship
31. N=1, R=G in Shoe Manufacturing One size for each customer (N = 1) Shoes available from $80 in this model Traditional Business Model Design Center Customer Information stored Factory Factory Customers adjust to available shoe sizes Multiple customers 3-D Image Customer New Business Model Foot Scanned
32. New business model in Auto Insurance Traditional Business Model Type of Roads Driving Habits Peak/Off-peak Traffic Personalized Policy for Each Customer Pay As you Drive – Personalized Insurance Contracts New Business Model Actuarial Data Policy Underwriting Multiple Customers
33.
34.
35. The New Game: N = 1 R = G ( Co creation of Personalized Experiences) (Multi-Institutional and Multi –Geographic Access to Resources)
39. Innovations from India Nature of Innovation New Bus. Capability Disrupting Existing Business Models Source of Competence Western Adapted, Indian New Synthesis Cell Phones EMRI/HMRI Deep Water drilling Water, Healthcare Tuberculosis, Tata Nano Param Eka Psoriasis Chandrayan I
40. Matrix of Innovativeness New Market Development Low Capital Intensity . Sustainability New Management Processes New Ecosystem Examples IT /ITES ++ +++ +++ +++ ++ Airtel ++++ +++++ ++++ +++ +++ +++ Off Shore ++ + ++ +++++ ++ ++++ +++ Drilling Tuberclosis ++++ ++++ +++ ++++ +++ Tata Nano ++++ +++ ++++ ++++ ++++ +++ Inclusion New Capability
41. MNCs see this Market as an Opportunity to Innovate Outsource: Low Cost Low Tech Talent Source: Global R&D, Innovation ? Innovation Hub: New Approach to Value, Domestic & Global Markets
45. Access to New Sources of Advantage…. Access to Talent Mobilizing Talent
46. Access to New Sources of Advantage…. Access to Talent Mobilizing Talent Global Search for Talent Cost, Quality, Speed, Innovation Collaborative & Integrative Capacity
47. The Evolution of IT Services from India 1980 85 90 95 2000 05 10 On site Augmentation Application Mtce. App. Dev. Off Shore (ODC) Prod. Engg. Services Embedded Systems Y2K, Quality/process Compliance Product R&D Systems Integn. VLSI design MNC R&D Innovation Analytics Entrepreneurship Domestic Oppty.
48. The Evolution of IT Services from India 1980 85 90 95 2000 05 10 On site Augmentation Application Mtce. App. Dev. Off Shore (ODC) Prod. Engg. Services Embedded Systems Y2K, Quality/process Compliance Product R&D Systems Integn. VLSI design MNC R&D Innovation Analytics Entrepreneurship Domestic Oppty. Cost Arb. Cost + Cost + Quality Cost+ Quality Quality + Tech. Tech+ Innov.
49. The Evolution of Pharma from India 1980 85 90 95 2000 05 10 Reverse Engineering of Product, Process devt. Clinical Trials Chemistry Biology services Target Validation Lead Optimization Pre clinical and clinical trials Cost Arb. Cost Arb. + Cost + Quality Cost+ Quality Quality ? + Tech. Tech+ Innov. Mfg. Bulk Chemicals Generics
50. The Evolution of ITES from India 1980 85 90 95 2000 05 10 Data entry Data encryption Captive Call centers by MNCs Quality Process Transfer 3 rd party call Centers BPO back office Transaction Processing Domestic market Infrastructure Mgt. Appln. Mgt. Analytics, Legal, Tutoring, Flexible Models Cost Arb. Cost Arb. + Cost + Quality Cost+ Quality Quality + Tech. Tech+ Innov.
51. Building an Eco System for IT Global (and Indian) Customers Own Software Development Facilities in India Outsource to a US Firms- E.g. IBM, Accenture Deliver based On Indian Facilities Outsource to an Indian IT Firm Indian IT Eco System
52. Size Distribution of Indian IT Firms 1995 2000 2005 2010 Size in $ M < 25 396 1653 > 3000 26 - 100 41 41 150 100 – 250 18 30 30 250 - 500 6 500 – 1000 6 > 1000 --- ---- 3 Source: NASSCOM You Don’t have to be Big to be Global Emergence of Micro Multinationals ?
53. Elements of the IT Ecosystem Wide Variety of Firms- Large & Small. All Global. Potential of Micro Multinationals Devt. Of Skills: Quality, Processes, Project Mgt., SW Methodology, Global perspective, Domain Knowledge, Legal, HR skills Entrepreneurial Drive, Low Capital Needs, Access to capital, Access to skills, Credibility, Confidence, Wide Variety of Service Providers to the Industry Potential to Innovate and Change Global Industry Practices
54. Impact of India on IBM’s Strategy Worldwide Source: The Economist
55. Challenge to Indian Entrepreneurs: Developing New Strategic Capital (Building New Managerial Processes)
56. Principle Number # 1: The Essence of Entrepreneurial Transformation Situation A Situation B Resources Low High Aspirations High Low
57. Principle Number # 1 Aspiration > Resources Aspiration Leverage Resources Change the Game
58. Principle # 2: “Fold the Future In” 2010 2020 Extrapolation Budgeting Orientation Fold the Future in Innovation Orientation
59. Principle # 2: “Fold the Future In” 2010 2020 *Clarity to Direction *Willingness to Discover *Clear Milestones *Speed and Stamina: 400 meters at a time but a Marathon
60. Principle # 3: Focus on Next Practices Well Known Practices Best Practices Next Practices Amplify Weak Signals
62. Focus on Here and Now: Tactical, Blocking and Tackling. Focus on New Opportunities: Aspiration > Resources, Folding the Future in, Focus on Next Practices Innovation Sandbox Thinking Differently about the Here and Now
63.
64. The “Sandbox” for Economic Development Market Based New Price- Performance Levels Environmentally Sustainable Global Scale Global-Local Balances New Governance Social Equity Focus
65. The “Sandbox” for Economic Development Market Based New Price- Performance Levels Environmentally Sustainable Global Scale Global-Local Balances New Governance Social Equity Focus Can we Build a Consensus among Communities, Business, Politicians, Civil Society, Bureaucrats?