The document discusses promoting innovation and entrepreneurship in Pakistan. It argues that current policies emphasize rent-seeking over risk-taking and innovation. It recommends focusing on developing a "triple helix system of innovation" between government, universities, and industry to foster entrepreneurship. Productivity-led growth is needed that invests in human capital, physical capital, and social capital. Reforms are needed to promote competitive markets, property rights, and remove barriers facing entrepreneurs. Developing creative cities that enhance productivity and social mobility could also support inclusive development.
Wipro is an Indian multinational IT consulting and system integration services company headquartered in Bangalore, India. It was founded in 1945 as a manufacturer of vegetable oils but later transitioned to IT services. Wipro is now one of India's largest publicly traded companies and the seventh largest IT services firm worldwide, with over $8 billion in revenue. The company has over 1.5 lakh employees serving clients in over 60 countries. While initially focused on software services and BPO, Wipro has diversified into several other sectors like consumer care, lighting, healthcare and infrastructure engineering through spin-offs.
Wipro appointed Girish Paranjpe and Suresh Vaswani as co-CEOs in 2008 in order to take advantage of their complementary skills and experiences. While industry experts were skeptical of the co-CEO model, Wipro believed two leaders could work well together given their long tenure at the company. However, some concerns included potential power struggles or the company being pulled in different directions. Experts were mixed in their opinions on whether the co-CEO structure would succeed, with some noting potential benefits from collective leadership but others pointing to issues that could arise without a clear single leader.
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Global businesses are increasingly setting up research and development projects in India to both serve the large Indian market and develop new products more quickly and cheaply for global markets. India provides a number of advantages for R&D, including low costs, a large skilled workforce, and scientific infrastructure. Major companies such as Microsoft, Motorola, and Indian firms have established R&D centers in India, taking advantage of the country's emergence as a global R&D hub.
KarROX is a leading training and certification company in India that offers franchising opportunities for its IT training services. It has trained over 250,000 candidates worldwide and has training centers in India, Africa, the Middle East, and Southeast Asia. The education sector in India is growing rapidly due to increased spending on IT and a large skills gap, making it a good time to consider education franchising. KarROX franchises offer franchisees a proven business model, global brand recognition, and extensive support to help them build and operate a successful training business.
Mr. Pareek from Maruti Suzuki India Limited shares his views on the criticality to embrace analytics in organizational decision making and the role it plays in high performance organizations. He also discusses its need in the India subcontinent and the way forward for enterprises to propel - the usage of analytics for competitive advantage in today's dynamic market place.
Future development and vision of digital learning and archive in taiwan 2011JOSEPH TSAI
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This document summarizes key findings from a 2012 IBM study on CEO perspectives. It discusses how technology is changing customer engagement and the importance of engaging customers as individuals. CEOs see people skills and technology factors as the most important external forces impacting organizations. The study found that CEOs focus on how technology enables human capital, customer relationships, and innovation rather than technology itself. Successful CEOs are seen as demonstrating customer obsession, inspirational leadership, and transparency. The document recommends that CEOs prioritize investments in gaining customer insights to better connect with customers individually through social media and personal engagement.
Wipro is an Indian multinational IT consulting and system integration services company headquartered in Bangalore, India. It was founded in 1945 as a manufacturer of vegetable oils but later transitioned to IT services. Wipro is now one of India's largest publicly traded companies and the seventh largest IT services firm worldwide, with over $8 billion in revenue. The company has over 1.5 lakh employees serving clients in over 60 countries. While initially focused on software services and BPO, Wipro has diversified into several other sectors like consumer care, lighting, healthcare and infrastructure engineering through spin-offs.
Wipro appointed Girish Paranjpe and Suresh Vaswani as co-CEOs in 2008 in order to take advantage of their complementary skills and experiences. While industry experts were skeptical of the co-CEO model, Wipro believed two leaders could work well together given their long tenure at the company. However, some concerns included potential power struggles or the company being pulled in different directions. Experts were mixed in their opinions on whether the co-CEO structure would succeed, with some noting potential benefits from collective leadership but others pointing to issues that could arise without a clear single leader.
Adopting an asian lens to talent developmentRye Cruz
The document discusses the challenge companies face in developing Asian leadership talent. It notes a perceived "leadership gap" where few Asians rise to leadership roles, and Asian perspectives are underrepresented at headquarters. Data from companies found low Asian representation at board and executive levels, but higher representation in regional and local senior management. The document calls on companies to better understand, appreciate, and leverage Asian talent by adopting approaches suited to Asian cultural contexts.
Global businesses are increasingly setting up research and development projects in India to both serve the large Indian market and develop new products more quickly and cheaply for global markets. India provides a number of advantages for R&D, including low costs, a large skilled workforce, and scientific infrastructure. Major companies such as Microsoft, Motorola, and Indian firms have established R&D centers in India, taking advantage of the country's emergence as a global R&D hub.
KarROX is a leading training and certification company in India that offers franchising opportunities for its IT training services. It has trained over 250,000 candidates worldwide and has training centers in India, Africa, the Middle East, and Southeast Asia. The education sector in India is growing rapidly due to increased spending on IT and a large skills gap, making it a good time to consider education franchising. KarROX franchises offer franchisees a proven business model, global brand recognition, and extensive support to help them build and operate a successful training business.
Mr. Pareek from Maruti Suzuki India Limited shares his views on the criticality to embrace analytics in organizational decision making and the role it plays in high performance organizations. He also discusses its need in the India subcontinent and the way forward for enterprises to propel - the usage of analytics for competitive advantage in today's dynamic market place.
Future development and vision of digital learning and archive in taiwan 2011JOSEPH TSAI
The document discusses future development and vision of digital learning and archives in Taiwan. It identifies key drivers of change including a competitive country driven by sustainability, an education system focused on assessments over creativity, and a reading literacy that ranks lower internationally. The document proposes promoting citizen 2.0 skills, increasing social competitiveness through discovery and problem solving, and accompanying new K12 education to reduce exam pressure and develop student competencies.
This document summarizes key findings from a 2012 IBM study on CEO perspectives. It discusses how technology is changing customer engagement and the importance of engaging customers as individuals. CEOs see people skills and technology factors as the most important external forces impacting organizations. The study found that CEOs focus on how technology enables human capital, customer relationships, and innovation rather than technology itself. Successful CEOs are seen as demonstrating customer obsession, inspirational leadership, and transparency. The document recommends that CEOs prioritize investments in gaining customer insights to better connect with customers individually through social media and personal engagement.
India Land of Opportunity - ASAE IC 2012 Tarnbir Kaur,CAEPeter Turner
This document provides an overview of opportunities and challenges for building and expanding business in India. It discusses India's growing middle class, young population, improving business environment, and leading industries such as IT and pharmaceuticals. However, it also notes ongoing challenges such as significant skills gaps. The document reviews the Indian association landscape and notes opportunities to professionalize associations through events, certifications, and evolving revenue models.
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Presentation on "IndEcoSocial Framework" delivered by Dr. Pallavi Mody & Dr. Anil Vaidya at Asia Competitiveness Forum 2012 in Thought Leadership Track
The document discusses higher education, innovation, and industry perspectives. It notes that the ways of doing business and achieving success are changing. Universities can play roles in alternative growth pathways through education, adding to knowledge, problem solving capacity, and open conversations. Effective university-industry partnerships and capacity building are important for innovation but remain fragmented. Collaboration between government, universities, and industry is essential for innovation in the modern globalized economy.
Doing Business In India - Virtus Global Partnersguest8ef478
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Global capability centers driving innovation growth in digital worldPolestarsolutions
Global capability centers (GCCs) are playing a crucial role in driving innovation and growth in the digital world by leveraging technology and talent.
link: https://www.polestarllp.com/ebook/global-capability-centers-driving-innovation-growth-in-digital-world
Building 1000s of NextGen Leaders: Our Aspiration VSR *
The document outlines plans by V. Srinivasa Rao and others to establish a nonprofit organization to develop young leaders in India. Their goals are to conduct leadership training programs, establish 100 communities of practice by 2020 focused on topics like entrepreneurship and technology, and support academic institutions by providing expert talks, mentorship, and industry connections to help establish communities of practice on campus. The organization aims to develop thousands of qualified young leaders, family leaders, business leaders, and community leaders to improve socioeconomic conditions in India.
This document provides a summary of global growth forecasts and top growth opportunities. It discusses trends in the world economy such as slowing recovery from recession led by emerging markets. Specific industries and countries with strong growth potential are highlighted, including biotechnology, eCommerce, Africa, and partnerships for growth. Strategies are proposed for capitalizing on these opportunities through alliances and focusing investments.
This document provides information on the history and development of the IT industry in India. It discusses what IT is, how the industry started in India in the 1960s-1970s, and how India has become a major global IT capital. It also summarizes the size and growth of the Indian IT industry since the 1990s. Key players like Tata Consultancy Services, Wipro, Infosys, and their founders are profiled. Challenges and opportunities for the future of the Indian IT industry are also mentioned.
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Hindustan Computer Limited (HCL) is an Indian multinational company that was founded in 1976 in Noida, India. It is one of the largest Indian IT services companies with over 80,000 employees across 35 countries. HCL initially started as a hardware company and developed India's first indigenous microcomputer. It later spun off its software division as HCL Technologies in 1991 to enter the software services market. Today, HCL provides a range of IT and business services including application development, engineering services, infrastructure management, and business process outsourcing.
India has become a major startup hub, with over 1,200 startups founded in 2015. Bengaluru, Mumbai and Delhi account for most startup activity and funding. The government is taking steps to support startups through policies around taxation, funding, and incubation. Nasscom has recommended 10 points to further help startups, including defining what a tech startup is, simplifying compliance, and enabling access to risk capital. Several states like Karnataka and Punjab have also announced startup funds. Many Indian startups are becoming unicorns, achieving over $1 billion valuations, and some have seen acquisition by major companies.
The Startup Factory in Istanbul provides training and resources to help entrepreneurs build sustainable, high-growth startup companies. It runs a 6-month acceleration program to guide startups from prototype to market, addressing common challenges like a lack of funding, mentorship, and industry knowledge. In its first year, the Factory accepted 74 startups into its bootcamp, funded 17 new companies, and helped create 40 new jobs through $900,000 in angel investments and $580,000 in government support.
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ITC Limited reported strong financial results for the fiscal year ending March 31, 2012. Net revenue increased 17.2% to Rs. 24798 crores, with non-cigarette FMCG revenue growing 23.6%. Post-tax profits were up 23.6% and earnings per share reached Rs. 7.93. Over the past 16 years, ITC has achieved a compound annual growth rate of 15.3% in net revenue and 21.8% in profit after tax. ITC remains one of India's most valuable and admired companies based on sustained value creation and financial performance.
India Land of Opportunity - ASAE IC 2012 Tarnbir Kaur,CAEPeter Turner
This document provides an overview of opportunities and challenges for building and expanding business in India. It discusses India's growing middle class, young population, improving business environment, and leading industries such as IT and pharmaceuticals. However, it also notes ongoing challenges such as significant skills gaps. The document reviews the Indian association landscape and notes opportunities to professionalize associations through events, certifications, and evolving revenue models.
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This document discusses how universities can promote inclusive development through social innovation. It outlines that traditional actors in development like regulators, civil society, and entrepreneurs often overlook inclusiveness. Universities are also not always pro-inclusive due to unequal access. The document proposes that universities can leverage social innovations in areas like disaster management, waste management, and education to better include marginalized groups. It provides an analytical framework for identifying social innovations and the policies and actors needed to nurture them for inclusive development goals.
Presentation on "IndEcoSocial Framework" delivered by Dr. Pallavi Mody & Dr. Anil Vaidya at Asia Competitiveness Forum 2012 in Thought Leadership Track
The document discusses higher education, innovation, and industry perspectives. It notes that the ways of doing business and achieving success are changing. Universities can play roles in alternative growth pathways through education, adding to knowledge, problem solving capacity, and open conversations. Effective university-industry partnerships and capacity building are important for innovation but remain fragmented. Collaboration between government, universities, and industry is essential for innovation in the modern globalized economy.
Doing Business In India - Virtus Global Partnersguest8ef478
This document provides an overview and strategic considerations for doing business in India. It discusses leveraging India's sustainable advantages like a large consumer market and educated workforce. It outlines a three stage process for creating an India entry strategy involving market research, organization design, and implementation. Key risks like regulatory compliance and cultural differences are also addressed. Several high growth industries in India like IT, infrastructure, retail, and healthcare are highlighted with estimates of market potential and foreign investment levels. Recent policy reforms to liberalize foreign investment are noted. In conclusion, India presents many opportunities for international companies given its strong economic growth outlook and improving business environment.
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Building 1000s of NextGen Leaders: Our Aspiration VSR *
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This document provides a summary of global growth forecasts and top growth opportunities. It discusses trends in the world economy such as slowing recovery from recession led by emerging markets. Specific industries and countries with strong growth potential are highlighted, including biotechnology, eCommerce, Africa, and partnerships for growth. Strategies are proposed for capitalizing on these opportunities through alliances and focusing investments.
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Growth strategy preston
1. Innovation, Entrepreneurship & Growth
Vaqar Ahmed and Haroon Sarwar
Planning Commission
vahmed@gmail.com
Presentation at Preston University, Islamabad
11th December 2010
1
2. Current Model of Entrepreneurship
• Misuse of government incentives
– Public Sector Development Program [Sub-contracting]
– Fertilizer subsidy increased welfare in CIS countries,
– Between 1958-70, 65 percent of total loans disbursed by
PICIC went to 37 monopoly houses (Haq, 2007; Chemin,
2008)
• Emphasis on rent-seeking rather than risk-
taking
– Gadoon Amazai Industrial Estate
– Wheat & Sugar Crises
3. Policy for Entrepreneurship Vs. Investment
• Lobbying for favors
• Protection and subsidy policies
• Cities not entrepreneur-friendly
• Metro
• Zoning Rules & Building Regulations
• Policies are designed for investors and investments – not for
innovation
4. Firms listed on Karachi Stock Exchange?
Software
(1)
Retail (3)
Construction (4)
Sugar Mills (37)
Total: 750 Listed Firms
5. Pakistan Lacks Software of Economic Growth
Hardware
Overall Infrastructure
Quality
Country Score
Indonesia 2.5
India 3.3
China 3.4
Pakistan 3.4
Thailand 5.0
Korea 5.1
Taiwan 5.4
Malaysia 5.7
Hongkong 6.4
5
Source: Global Competitiveness Report
6. Pakistan Lacks Software of Economic Growth
Hardware Software
Overall Infrastructure
Quality
Country Score Global Quality of Spending
Indonesia 2.5 Innovation Education on R&D
Country Index (out System
India 3.3
of 132
China 3.4 countries)
Pakistan 3.4 Pakistan 79 99 80
Thailand 5.0 India 30 37 36
Korea 5.1
Indonesia 39 44 28
Taiwan 5.4
Thailand 57 67 47
Malaysia 5.7
Malaysia 24 23 19
Hongkong 6.4
Source: Global Competitiveness Report
China 26 52 23 6
8. Issues in Entrepreneurship
Ensuring Stability Reform Regulations Provision of Finance Efficient Workers
and Security and Taxation and Infrastructure and Labor Markets
Control Rent Seeking
Govt. Policies Credibility
Public Trust and
Legitimacy
Ideas
and Opportunities
Capabilities
Source: Risks
Economic Growth
World Development Report,
2005 (World Bank)
Poverty Reduction
9. Are these conventional policies enough?
Are we really thinking out of the box?
– These conventional policies are donor-driven ideas
– Investment has often also increased in many war
economies:
• Israel
• Lebanon
• Sri Lanka
• Iran
• Nepal
14. Need for Rapid Economic Growth
(i) Rapid population growth increases demand:
– Pakistan adds:
• Every 1 year a New Zealand to its population;
• Every 2 years a Switzerland;
• Every 3 years a Greece;
• Every 4 years a Chile or a Netherlands; and
• Every 5 years an Australia.
– It does not accumulate capital assets at the same pace.
14
15. Demographic Dividend?
Projected Population by Age Groups
• A bulge in the working age 2050 85 236 31
groups in coming 40 years 85 224 25
2040 85 210 20
84 195 16
2030 83 178 13
• This increases potential 83 160 11
productive capacity 2020 80 142 9 0-14
77 125 8 15-64
2010 71 110 7
67 95 6 65=
• BUT also raises challenges: 2000 63 81 5
– UNEMPLOYMENT without 0 60 120 180 240 300 360
adequate investment
– ASSETS & SKILLS for bulge
– COMPETING South Asian
countries also have young
populations
15
16. Demographic Dividend?
• Chinese Vs. Indian
Reform
• Missing link in Past Human
Plans Capital
Physical Social
Capital Capital
16
17. Productivity-led Growth
Human Capital Physical Capital Social Capital
• Education • Markets • Governance &
• Knowledge • Competitive Markets Institutions
• Global Experiences • Domestic Commerce • Deregulation
• Focus on Women • Law and security
• Contract enforcement
• Creative Cities
• Youth • Dense Clustering • Public Goods
• Skills • Connectivity • Accessibility
• Opportunities • Inclusive Zoning • Service delivery
• Entrepreneurship
• Community
• Innovation Empowerment
• Idea Generation • Community Centers
• Academia- Industry Nexus • Access to educational and
• Management Practices business networks
18. Productivity as Driver of Growth
Entrepreneur
Ideas Innovation Productivity
ship
Issues Reforms
• The misuse of incentives • Limit government’s role in markets
• Rent-seeking rather than risk-taking • Focus on better capacity utilization
• Blind eye to collusion and anti- and organization
competitive practices. • Move towards competitive markets
• Policies favor big business, not • Protect property rights and enforce
entrepreneurs contracts, swiftly
• Current education system not • Encourage innovation and foster
harnessing quality of skills enterprise development
• No adaptability to changing scenarios • Triple Helix system of Innovation
(new risks and opportunities). • Embedding entrepreneurship in
education
• Stop ‘sector-picking’
19. Creative Cities for Inclusive Development
Large & ready Generate social Invest in cultural
markets mobility services
Ø Creative cities – [Richard Florida / Jane Jacobs]
Ø Focus on the software side (Talent à Technology à Tolerance)
Ø Creative Cities enhance individual productivity
Problems with our Cities Reforms for Cities
• Downtown/city centre • Development of city centers for
development discouraged dense mixed use
• City zoning remains unfriendly. • Focus of policy, research and
Where will the poor go? thinking on the role of cities as
• Commercialization fee hinders engines of growth
entrepreneurs • Strengthened decentralization
• Lack of sports and recreation • Promote Vertical expansion of cities
facilities for the low income group • Allow places for new ideas and
• Cantonments within city limits innovation- coffee shops, libraries
hinders commercial activity etc.
20. Youth & Community Development
Community Linking Youth with
Youth Mentoring
Infrastructure Community
ISSUES REFORMS
Lack of awareness and motivation Increased role of private sector
Lack of productivity and vision Accepting new ideas and creating inclusive markets
Relationship of trust Organizing mass action and increasing trust
Flexibility & adaptability Modernize cities for increased opportunity and space
Ethical code of conduct Effective communication, and information sharing
Diverse interest and needs Promote youth entrepreneurship
Cultural diversity Supervision and consensus through local members
Improving social networking through connectivity
Collective action
and outsourcing
Acceptability of used to doing things Providing space for poor and changing zoning laws
Historical mistrustful relationship Prioritizing ethical & cultural values
Women participation Increasing productivity through inclusion of women
21. Agenda for Entrepreneurship
Ideas-led
Minimum Domestic
role of Entrepreneurship Demand
Government First !!
Energetic Youth
& Community
21