Indian product companies punch below their weight. Despite huge innovation and rising entrepreneurship, most Indian product companies are invisible on the global map. The reasons are many, but a big one is the lack of meaningful exits for companies that actually create value in their product markets. This paper focuses on a plan to address that gap. This second version of the plan is a revision to the one published in May 2013.
Indian product companies punch below their weight. Despite huge innovation and rising entrepreneurship, most Indian product companies are invisible on the global map. The reasons are many, but a big one is the lack of meaningful exits for companies that actually create value in their product markets. This paper focuses on a plan to address the same..
Innovation Imperative for Indian Software Services Companies Innomantra
India has branded itself as an Information Technology Leader and the Services industry is a major contributor to the Gross Domestic Product. Service oriented companies need to align their business strategies with innovation and define their objectives and work environment accordingly.
Microsoft Mobile Oy Story: IT Operations Fit for the 3rd PlatformHCL Technologies
This case study looks at how Microsoft Mobile Oy engaged with HCL to transform and manage its IT infrastructure operations. It examines the journey the two companies made to modernize the IT operations of this global high-tech manufacturing firm
This presentation is about the IT job sectors in my home country, Bangladesh. This presentation was the very 1st file created by me as my starting life in university so naturally it will have a lot of faults on how to make a presentation file but the information here was collected based on accurate data.
This playbook outlines the primary messages we focus on when we talk about iSPIRT, both in general and when we’re speaking to a specific audience. It contains the language and phrasing we use to share these messages. You can clip text directly from this playbook, but you don’t have to use the exact words. The messaging is a springboard to help you get started – the ideas behind the headlines and web copy you’ll create for various uses.
When writing copy, you’ll convey the same ideas, but will tailor the exact words and tone to each audience and situation. In addition to the messaging, you’ll want to weave in proof points - case studies, data, and testimonials that help to underscore the validity of the message.
This playbook will help us stay consistent and on-message so that people will begin to recognize us, trust us, and share our story with others.
Indian Mid-market SaaS companies: Forging a new path to disruptionProductNation/iSPIRT
SaaS has changed the competitive dynamics for Indian enterprise software product firms, putting them on a level playing field with their western counterparts. It has opened up new market segments, notably the small and medium sized enterprise market, whose requirements are different from those of large global 2000 businesses. These customers demand products that are less complex, plug-and-play and come at a lower price tag. This has pushed product companies catering to this segment towards a light-touch, virtually enabled model, dramatically reducing the need for close customer engagement, large field sales force, and elaborate implementation – all of which traditionally put Indian companies at a disadvantage.
Leveraging this wave, a new generation of Indian software product firms such as FreshDesk, Fusion Charts, KissFlow, WebEngage, RecruiterBox and others have started to emerge. This has created an important disruptive force in the mid-sized enterprise market. What is also interesting is that, in their pursuit for a light-touch model, these companies have evolved a unique strategy to define the product, market/sell the product and engage with customers. This iSPIRT report discusses the three core tenets of their strategy - Digital immersion, Desk marketing/selling and Cloud-based customer engagement.
Indian product companies punch below their weight. Despite huge innovation and rising entrepreneurship, most Indian product companies are invisible on the global map. The reasons are many, but a big one is the lack of meaningful exits for companies that actually create value in their product markets. This paper focuses on a plan to address the same..
Innovation Imperative for Indian Software Services Companies Innomantra
India has branded itself as an Information Technology Leader and the Services industry is a major contributor to the Gross Domestic Product. Service oriented companies need to align their business strategies with innovation and define their objectives and work environment accordingly.
Microsoft Mobile Oy Story: IT Operations Fit for the 3rd PlatformHCL Technologies
This case study looks at how Microsoft Mobile Oy engaged with HCL to transform and manage its IT infrastructure operations. It examines the journey the two companies made to modernize the IT operations of this global high-tech manufacturing firm
This presentation is about the IT job sectors in my home country, Bangladesh. This presentation was the very 1st file created by me as my starting life in university so naturally it will have a lot of faults on how to make a presentation file but the information here was collected based on accurate data.
This playbook outlines the primary messages we focus on when we talk about iSPIRT, both in general and when we’re speaking to a specific audience. It contains the language and phrasing we use to share these messages. You can clip text directly from this playbook, but you don’t have to use the exact words. The messaging is a springboard to help you get started – the ideas behind the headlines and web copy you’ll create for various uses.
When writing copy, you’ll convey the same ideas, but will tailor the exact words and tone to each audience and situation. In addition to the messaging, you’ll want to weave in proof points - case studies, data, and testimonials that help to underscore the validity of the message.
This playbook will help us stay consistent and on-message so that people will begin to recognize us, trust us, and share our story with others.
Indian Mid-market SaaS companies: Forging a new path to disruptionProductNation/iSPIRT
SaaS has changed the competitive dynamics for Indian enterprise software product firms, putting them on a level playing field with their western counterparts. It has opened up new market segments, notably the small and medium sized enterprise market, whose requirements are different from those of large global 2000 businesses. These customers demand products that are less complex, plug-and-play and come at a lower price tag. This has pushed product companies catering to this segment towards a light-touch, virtually enabled model, dramatically reducing the need for close customer engagement, large field sales force, and elaborate implementation – all of which traditionally put Indian companies at a disadvantage.
Leveraging this wave, a new generation of Indian software product firms such as FreshDesk, Fusion Charts, KissFlow, WebEngage, RecruiterBox and others have started to emerge. This has created an important disruptive force in the mid-sized enterprise market. What is also interesting is that, in their pursuit for a light-touch model, these companies have evolved a unique strategy to define the product, market/sell the product and engage with customers. This iSPIRT report discusses the three core tenets of their strategy - Digital immersion, Desk marketing/selling and Cloud-based customer engagement.
When operating a startup, there are too many things on your plate that you need to take care of. You have a service/product to develop, a team to manage, and deals to seal. Understanding this importance, CA Mitesh Katira – A Startup Enthusiastic is all set to host a session on “How To Make A Startup Standup “on 02nd December at the Ghatkopar Study Circle at 6.00 pm to 9.00 pm .
FY2008-09 has been a challenging year for Indian software product industry. In this report we capture India based software products growth challenges, factors that distinguish between gazelles (fast growth companies) and laggards and policy recommendations
Why india still has an edge in software development outsourcing in 2022, desp...ISHIR
India is known for its cost advantage and the largest pool of IT talent, If you consider outsourcing software development projects to India, you should not focus solely on India’s edge in software development.
In the outsourcing territory, research and development (R&D) is considered the final frontier. That’s because R&D is seen as a source of...innovation – the mother of competitiveness, which is to be protected at any cost. As we all well know, from our business studies text books, core activities should never be outsourced.
The economic reforms and liberalization measures kick started the sea change in the way India as a country shaped itself to become the world’s largest democracy and one of the rising economic giants in the world stage over the last 20+ years.
Offerings of world class services in the field of IT and IT Enabled Services have also marked the success story of the country in this same period. The resultant economic growths truly made India emerge as the ‘Global India’ and this term is here to stay!
A survey was done by The CTO Forum Team with CIOs under four parameters in 20 enterprise technology categories to determine the MOST TRUSTED IT VENDORS for the year 2008. MAIA Intelligence won this award in Business Intelligence category. The results of the survey were carried in the December 2008 The CTO Forum magazine.
Jai Saxena, from ERNST & YOUNG gives an analysts perspective on how to Build Businesses in a Meltdown.
Jai presents as part of the "Surviving and Winning in a Downturn" a one day conference by TiE Internet SiG, Delhi.
To catch all the action from the event, visit www.omshare.com (India's first Online Platform for taking Events and Conferences Global) - an Initiative by OMLogic
Research report on Strategic Finance & Real Estate in IndiaSaurabh Trivedi
Prepared research report on Strategic Finance & Real Estate in India presented Indian School of Business (ISB, Hyderabad) on November 9th, 2012. The report consist of real estate trend in India in the year 2012. Comparison among the various funding options available for real estate development in India. REITS operation in India and discussion about yield generating assets. Emerging real estate asset class in India.
Presentation by TrigerrO at Zensar #TechShowcase - An iSPIRT ProductNation in...ProductNation/iSPIRT
Presentation by TrigerrO at Zensar #TechShowcase - An iSPIRT ProductNation initiative. Working mainly in the Rewards & Recognition space and employee engagement via Social. Their tag line is “Recognition is Social”. They provide smart analytics about employee engagement as well as ROI.
10 Mantras on Building Killer Products - Presented by Pranav at #PNMeetupProductNation/iSPIRT
10 Mantras on Building Killer Products - Presented by Pranav at #PNMeetup. You can also view the ppt at It's http://bit.ly/pnmeetup_angad (this has better formatting :)
This is our first annual letter. Just as in this message, we will continue to share in a frank way what our goals are and where progress is being made and where it is not. This year we have chosen to focus, not on iSPIRT’s initiatives and activities, but on the software product industry itself. We discuss how software products will transform India at large and why the software product industry is strategic to our country. We conclude by explaining the evolutionary stages the rise of the Indian software product industry.
When operating a startup, there are too many things on your plate that you need to take care of. You have a service/product to develop, a team to manage, and deals to seal. Understanding this importance, CA Mitesh Katira – A Startup Enthusiastic is all set to host a session on “How To Make A Startup Standup “on 02nd December at the Ghatkopar Study Circle at 6.00 pm to 9.00 pm .
FY2008-09 has been a challenging year for Indian software product industry. In this report we capture India based software products growth challenges, factors that distinguish between gazelles (fast growth companies) and laggards and policy recommendations
Why india still has an edge in software development outsourcing in 2022, desp...ISHIR
India is known for its cost advantage and the largest pool of IT talent, If you consider outsourcing software development projects to India, you should not focus solely on India’s edge in software development.
In the outsourcing territory, research and development (R&D) is considered the final frontier. That’s because R&D is seen as a source of...innovation – the mother of competitiveness, which is to be protected at any cost. As we all well know, from our business studies text books, core activities should never be outsourced.
The economic reforms and liberalization measures kick started the sea change in the way India as a country shaped itself to become the world’s largest democracy and one of the rising economic giants in the world stage over the last 20+ years.
Offerings of world class services in the field of IT and IT Enabled Services have also marked the success story of the country in this same period. The resultant economic growths truly made India emerge as the ‘Global India’ and this term is here to stay!
A survey was done by The CTO Forum Team with CIOs under four parameters in 20 enterprise technology categories to determine the MOST TRUSTED IT VENDORS for the year 2008. MAIA Intelligence won this award in Business Intelligence category. The results of the survey were carried in the December 2008 The CTO Forum magazine.
Jai Saxena, from ERNST & YOUNG gives an analysts perspective on how to Build Businesses in a Meltdown.
Jai presents as part of the "Surviving and Winning in a Downturn" a one day conference by TiE Internet SiG, Delhi.
To catch all the action from the event, visit www.omshare.com (India's first Online Platform for taking Events and Conferences Global) - an Initiative by OMLogic
Research report on Strategic Finance & Real Estate in IndiaSaurabh Trivedi
Prepared research report on Strategic Finance & Real Estate in India presented Indian School of Business (ISB, Hyderabad) on November 9th, 2012. The report consist of real estate trend in India in the year 2012. Comparison among the various funding options available for real estate development in India. REITS operation in India and discussion about yield generating assets. Emerging real estate asset class in India.
Presentation by TrigerrO at Zensar #TechShowcase - An iSPIRT ProductNation in...ProductNation/iSPIRT
Presentation by TrigerrO at Zensar #TechShowcase - An iSPIRT ProductNation initiative. Working mainly in the Rewards & Recognition space and employee engagement via Social. Their tag line is “Recognition is Social”. They provide smart analytics about employee engagement as well as ROI.
10 Mantras on Building Killer Products - Presented by Pranav at #PNMeetupProductNation/iSPIRT
10 Mantras on Building Killer Products - Presented by Pranav at #PNMeetup. You can also view the ppt at It's http://bit.ly/pnmeetup_angad (this has better formatting :)
This is our first annual letter. Just as in this message, we will continue to share in a frank way what our goals are and where progress is being made and where it is not. This year we have chosen to focus, not on iSPIRT’s initiatives and activities, but on the software product industry itself. We discuss how software products will transform India at large and why the software product industry is strategic to our country. We conclude by explaining the evolutionary stages the rise of the Indian software product industry.
Software Adoption Initiative (SAI), is ISPIRT's effort to help the Indian jew...ProductNation/iSPIRT
Software Adoption Initiative (SAI), is ISPIRT's effort to help the Indian jeweller adopt and
implement the right technology, at the right price. As the first step towards that, we bring you this
Software Adoption Guide.
InTech50 Finalists pitching their products to global CIOs in Bangalore on 15t...ProductNation/iSPIRT
InTech50 is a showcase of some of the most promising software products created by entrepreneurs from India. A panel of Chief Information Officers (CIOs), Venture Capitalists, and Product Leaders from previous successes will decide the fifty companies that make the cut to InTech50 selection criteria. These chosen companies will receive advice, on-going mentoring, product marketing support, and funding to scale their offering to the global markets.
Indian Unicorns will continue to strengthen through acquisitions in Mobile, M...ProductNation/iSPIRT
With Mergers and Acquisitions (M&A) totaling $2.27bn since Jan 2011, technology majors as well as large Indian ‘Unicorns’ are likely to continue acquiring Indian Technology product startups to fill technology gaps as well as talent requirements. This was among the key trends to emerge from the Think Next Roundtable Report - 2015 India technology Product M&A Industry Monitor Report released by iSPIRT, India’s software products think tank, technology focused M&A advisory boutique Signal Hill and Microsoft Ventures.
What animates us? Why do we do what we do? What sets us apart? Why are we a force for good? These are some questions that we tackle in this Annual Letter.
Problem solvers, responsible builders of companies, communities and ecosystems are the foundation for progress and growth of any nation. What drives all of them is a sense of challenge, ownership of problems, allegiance to autonomy, demonstration of personal accountability and the thrill of finding a solution. This energy is fueling a growing product movement in India. iSPIRT is proud to be part of this movement.
India Technology Product M&A Industry Monitor - An iSPIRT & SignalHill reportProductNation/iSPIRT
India Technology Product M&A Industry Monitor - An iSPIRT & SignalHill report. Tech Product M&A in India is on the rise with both US & Asian strategics starting to dip their toes in the water. On account of the increasing pace of innovations and scale of the Indian Product Tech eco-system,
23 principles of successful product companiesBrowne & Mohan
In this paper, we present 23 principles of successful software product companies. These principles cover product development, organizational design, sales and other process that propel product companies to grow and excel in their domain both in domestic and international markets
Monique GilliamWednesday27 Nov at 2102Manage discussion entry.docxroushhsiu
Monique Gilliam
Wednesday27 Nov at 21:02
Manage discussion entry
Week 2 Discussion Forum
Discuss the elements of strategic management and explain why it is crucial to an organization's survival. Excluding the examples from the textbook, give an example of a company that failed as a result of poor strategic management. Explain the difference between a strategy and a business model. Please discuss this in 200-250 words.
Strategic management is a strategy that provides direction for a company. Strategic management is a plan that includes situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situation analysis is how managers learn and understand what the company is capable of, along with the customers and the business environment. Strategy formulation is the process that is used to achieve the goals of the company. Strategy implementation puts the plan in motion, and strategy evaluation tests the effectiveness of an idea.
For a business to survive, the management team must be willing to grow the company to obtain new opportunities; without growth, a business will not be able to maintain longevity with a large amount of competition. The extension allows a business the ability to obtain assets, funds, and investments that will enable a push toward performance and profits.
Sears is a company that I believe that failed because of poor strategic management. Sears has been a household name for many years until new competition such as Walmart and Amazon, to name a few came on the scene. I don't believe Sears had a plan, strategy, or a goal of how-to compete because of their household name in the past. A business should always be assessing its strategy for success; if not, the industry could be left behind. Sears, in my hometown, never had any significant updates to the store or the merchandise to keep up with the competition. It seems to me that their strategy was just lower prices on already low-quality merchandise, excluding exercise equipment, appliances, and outdoor equipment.
All businesses, large and small, should have a strategy and a business model. A strategy is a plan of action that explains what the company will and will not do, how they plan to compete with the competition, and how they will execute the plan. The business model is how the company plans to make a profit; also, the business model identifies what the products and services are and who their target market is and any expenses. These two plans will aid in keeping a business moving in the right direction.
James Miller
Thursday28 Nov at 6:30
Manage discussion entry
Strategic Planning
BUS402 Week 2
Discussion 1
Discuss the elements of strategic management and explain why it is crucial to an organization’s survival.
The process of strategic management is made up of four elements: situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situational analysis is the stepping off point of strategic mana ...
DAN Brand Accelerator: Client Pitch KeynoteJason Newport
Here is the Brand Accelerator pitch deck I began using to pitch current clients more than two years ago. I refined as we advanced through each phase once clients had signed on and we adjusted as necessary. I pitched this to more than twenty clients, all household brand names -- an converted each of them. Not a single brand declined to move forward.
Building Billion Dollar Product Companies from India - Management report by J...ProductNation/iSPIRT
A research paper put together by Jyoti Ramnath, MBA 2014, outlining the challenges faced by product start-ups in India and providing recommendations to improve the entrepreneurship ecosystem and position India as a product nation on the global map
Role of venture capital in the development of Rajasthan: Entrepreneurs perspe...inventionjournals
: Since independence there is significant improvement in the economic and social development of
Rajasthan for which role of venture capitalist is important. in this paper the researcher indented to highlight
the different industrial sector of Rajasthan which got benefited by different venture capitalist . and Also efforts
are made to determine the entrepreneurs perception regarding the role of venture capital for smooth
functioning of newly established companies. The research design used is exploratory in nature. The data is
being collected from the entrepreneurs of Rajasthan, RVCF and other websites, hence this research is based on
primary and secondary data. Correlation is used to determine the relationship between the role of venture
capital and development of Rajasthan . The results of this study would help venture capitalist to modify their
role and policies according to the changing needs of state’s entrepreneurs which will facilitate it’s adoption by
rural.
Key
In the post-pandemic era, the business world underwent a significant transformation. One which has stood out the most is the pace at which companies are ramping up their efforts to leverage the new technologies. Today, building agile, resilient, and flexible business models is the key priority. But due to the economic downturn caused by the Covid-19 global lockdown, quick scaling of teams at local geographies has become a challenge. Thus companies globally are turning to India- a destination that offers a large talent pool of highly-skilled software developers across technologies. In addition to being one of the biggest IT talent pools globally, it offers resources across emerging technologies, making it a one-stop shop for all your development needs.
Entrepreneurship Mishaps
For an entrepreneurial idea to remain relevant in society, and maintain market value, constant innovation to improve and enhance the idea is a must. Innovation involves adding some new features to the already existing business model. Change is inevitable, therefore, entrepreneurs have to adjust to the changes that occur in markets, and plan in anticipation of changes to come in the near future. Failure to adjust to the changes in the markets could be detrimental to the success of any brand or entrepreneurial venture. Many business organizations have crashed out of the market due to their failure to constantly innovate and add new features to match the new market demands. Also, technology has advanced so much in the current world. Any organization that forfeits an opportunity to embrace technology will probably fade out of business in the near future. Some of the great entrepreneurial giants that have failed due to lack of innovation include; Polaroid, Blackberry, Nokia, Blockbusters, and Kodak.
Kodak, a giant in the photography industry, and was established in the 1880s. Kodak was the leading company in photography for many decades with its sales records surpassing ten billion dollars in 1981. However, the name has faded away from the industry with the company filing for bankruptcy in 2012. The failure of this giant can be attributed to a lack of innovation that matches the digital world demands. Despite Kodak’s management being aware of the need to embrace digital photography, they failed to capitalize on the opportunity. Fuji, a Japanese firm, introduced a colored camera which was cheaper than Kodak's cameras. Fuji also incorporated digital features in its devices hence attracting more customers. Kodak’s sales started dropping gradually as the market shifted from analog to digital. Due to the slow initiative to embrace digital photography Kodak finally went out of business, (Yuzawa, 2018).
Blockbuster was a leading movie and film store, a giant in the entertainment industry. The company had successfully survived the shift from VHS to DVD. That was one good strategy that kept the company ahead in the film entertainment industry. More innovations such as the introduction of internet services provided an avenue through which film entertainment could be scaled up to a notch higher. Blockbuster was, however, not much embracing of internet innovation. The company turned down a partnership deal with Netflix, in which Blockbusters would promote Netflix in its stores and Netflix would air Blockbuster’s content on the internet platforms, (Ciccone, 2017). Currently, Netflix is the leading film entertainment organization on Livestream media via the internet while Blockbusters is history.
Both Kodak and Blockbusters were the leading organizations in the film photography and entertainment industries respectively. The two giants failed to capitalize on the opportunity available to advance their market leadership. Kodak was not s ...
Riding the Storm Towards the Giant India SaaS OpportunitySaaSBOOMi
Riding the Storm – Towards the Giant India SaaS Opportunity” underlines the opportunity and whitespaces for the growing Indian SaaS industry. For the first time ever, key stakeholders in the Indian SaaS ecosystem have collaborated to create this research study. The report also highlights how India can become the global hub for SaaS and can tap the huge addressable opportunity by strengthening its ecosystem.
AI & India : The potential to be the next global centre of innovationUmakant Soni
The combination of a large and rapidly growing mobile-internet connected population along with startups being able to access their data along with open-source intelligence research means they can leverage decades of research, apply it to data, and pipe the results to build context-aware, predictive and extremely personalised business models.
This can be built on intelligent process automation and forecasting frameworks for speed and precision. Overall, these businesses will have potential for step-changes in operational efficiency and effectiveness in understanding and fulfilling customer needs.
This is especially so in India, where small screens on many smartphones can create vast pools of data to power AI. By further automating business decisions through machine learning, and surfacing them through smart, intelligent interfaces, these startups will disrupt older technologies and traditional businesses – based on heuristical approaches – and can emerge as “new category leaders”.
Similar to iSPIRT M&A Connect Action Plan 2013 version 2 (20)
PM WANI 3.0: Unleashing Business Innovation and Open Wireless Network Growth ...ProductNation/iSPIRT
PM-WANI has allowed sachetised access to WiFi connectivity. However, the true vision of WANI standard, where small business owners can participate as network service providers resulting in fast network growth, has not been realised. We propose the next version of the WANI standard where a more open ecosystem can be enabled to facilitate business interactions such as delegated payments and roaming, which in turn can catalyse increased user base, rapid network growth, and business innovations.
The PM-WANI framework is revised periodically, taking into account the new developments, security updates, etc. Version 1.0 was released in 2020 and this was used for the pilot deployments. The updated 2.0 specification was released in 2021 and is the current version in use. You could read more about these versions here: https://github.com/iSPIRT/PM-WANI-App-Provider/wiki/PM-WANI-Specification-1.0-vs-2.0
This whitepaper defines iSPIRT’s vision for the PM-WANI Version 3.0 specification
WANI 3.0: Unleashing Business Innovation and Open Wireless Network Growth for...ProductNation/iSPIRT
PM-WANI has allowed sachetised access to WiFi connectivity. However, the true vision of WANI standard, where small business owners can participate as network service providers resulting in fast network growth, has not been realised. We propose the next version of the WANI standard where a more open ecosystem can be enabled to facilitate business interactions such as delegated payments and roaming, which in turn can catalyse increased user base, rapid network growth, and business innovations.
The PM-WANI framework is revised periodically, taking into account the new developments, security updates, etc. Version 1.0 was released in 2020 and this was used for the pilot deployments. The updated 2.0 specification was released in 2021 and is the current version in use. You could read more about these versions here: https://github.com/iSPIRT/PM-WANI-App-Provider/wiki/PM-WANI-Specification-1.0-vs-2.0
This whitepaper defines iSPIRT’s vision for the PM-WANI Version 3.0 specification
WANI 3.0: Unleashing Business Innovation and Open Wireless Network Growth for...ProductNation/iSPIRT
PM-WANI has allowed sachetised access to WiFi connectivity. However, the true vision of WANI standard, where small business owners can participate as network service providers resulting in fast network growth, has not been realised.
iSPIRT Foundation proposes the next version of the WANI standard where a more open ecosystem can be enabled to facilitate business interactions such as delegated payments and roaming, which in turn can catalyse increased user base, rapid network growth, and business innovations.
Civil aviation has, traditionally, been based on the notion of a pilot operating the aircraft from within the aircraft itself and more often than not with passengers on board. Rapid technological innovations have enabled pilotless aircraft which can be designed for specific applications that require precision or long duration which have been considered near impossible hitherto.
These aircraft also enable applications considered dull, dirty or dangerous, in other words, tasks that entail monotony or hazard for the pilot of a manned aircraft. Such pilotless aircraft make use of a ground-based or pre-programmed automatic controllers to manoeuvre the aircraft in flight and are generally termed as drones, although a better term is Unmanned Aerial Systems (UAS).
Traditionally, drones had been limited to military use due to high costs and technical sophistication. However, there is a far broader scope for UAS use, including, inter alia, commercial, scientific and security applications. These potential applications have driven innovations in UAS technology; especially in areas of control, navigation and energy storage; which have provided consumers with suitably small-sized cutting-edge products that are easy to operate and maintain at affordable prices. Today, due to economies of scale, consumers can purchase drones for less than a thousand rupees. Even sophisticated drones with advanced cameras and sensors are available for under fifty thousand rupees. Large aircraft manufacturers such as Boeing and Airbus, on the other hand, are investing billions of dollars in building pilotless aircraft that are regarded safe enough for passenger long-distance intercontinental trips.
The main goal of building a Concept of Operations for India on the way to a thriving drone ecosystem in India was to allow consistent policymaking that would guide technological standards in the near future. We intend to establish a discussion with stakeholders and continue to improve our vision by holding Open House Sessions.
Guiding Principles, Specs, Key Resources: https://sayandeep-ai.github.io/pushpaka/work-items/i01/
Entire Playlist of the Open House Recordings: https://youtube.com/playlist?list=PL9dBcOUIsjz8FNN_FesZiD2WlFAQW-I01
This is our response to the Draft Drone Rules 2021 published by the Ministry of Civil Aviation on 14 July 2021.
(Draft Drone Rules 2021: https://www.civilaviation.gov.in/sites/default/files/Draft_Drones_Rules_14_Jul_2021.pdf)
iSPIRT Balloon Volunteering Open House Session #4 - Opportunities in Technolo...ProductNation/iSPIRT
In this fourth Open House Session, we have Dr Pramod Varma, Chief Architect - Aadhaar & India Stack, giving you an insight into what it takes to volunteer in iSPIRT. He describes our design principles for building digital public infrastructure and gives you a peek into the thought process of an architect in iSPIRT. Finally, he breaks down how we are redefining the approach towards solving societal problems. We are playground builders. We orchestrate or create a playground so that market players can bring out an array of solutions.
iSPIRT is addressing solvability. We have a multi-decade horizon as a mission-oriented volunteer-based Think-and-Do-Tank.
As part of this session, we have our volunteers explaining the technical challenges you can embrace as new volunteers. The problems that we are tackling require a thought process that is new and innovative. We use cutting-edge technology.
In addition to the new technical volunteering opportunities outlined in this session, other policy-related and ecosystem-building volunteer options also exist. Apply now on https://volunteers.ispirt.in
Do visit: https://youtu.be/KZngoIy-hZ0 to watch the recording of the fourth open house session on Youtube.
The Global Leadership Seminar is back with its second seminar on "Full Spectrum Thinking" with noted futurist Bob Johansen of The Institute for the Future.
In this video, Bob explains how Full-Spectrum Thinking provides leaders with the ability to seek clarity across gradients of possibility—while resisting the temptations of certainty. For example, medical doctors used to label people as “autistic.” Now, they say people are on the spectrum of autism disorders.
Full-spectrum thinking offers an alternative to sloppy categorical thinking that is so common today. It unlocks clarity while challenging certainty.
Bob Johansen is a distinguished fellow with the Institute for the Future in Silicon Valley. For more than 30 years, Bob has helped organizations around the world prepare for and shape the future, including corporations such as Nestle and GlaxoSmithKline, as well as major universities and nonprofits. He holds a B.S. from the University of Illinois, which he attended on a basketball scholarship, and a PhD from Northwestern University—as well as a master’s degree that focused on world religions.
The seminar was moderated by Prof. Vasanthi Srinivasan of IIM Bangalore. Prof. Srinivasan is a Professor in the Organizational Behaviour and HRM at IIMB. Her work over the last decade in the field of leadership development has focussed on building future-ready competencies.
Charles Assissi, veteran journalist, and co-founder of Founding Fuel, also joined to share his perspectives on Full Spectrum Thinking.
Please note: The seminar was organized by iSPIRT Foundation in association with NSRCEL of IIM Bangalore. This seminar series aims to bring the best of management wisdom to Indian companies and startups.
Watch the entire recording of the session published on iSPIRT Foundation's official Youtube channel: https://www.youtube.com/watch?v=ydesUdu2CkA
For more information, please write to community@ispirt.in
We held a somewhat impromptu Open Session on Balloon Volunteering yesterday. Watch this to learn if iSPIRT volunteering is right for you. This session will cover some of the available volunteer opportunities and tell you how to engage with us.
In case you want to explore Balloon Volunteering with iSPIRT, do fill out the form here: bit.ly/iSPIRTForm
We are publishing a draft of the technical standards of the Personal Health Records (PHR) component of the National Health Stack (NHS)!
As a refresher, these standards govern the consented sharing of health information between Health Information Providers (HIPs) - like hospitals, pathology labs, and clinics - and Health Information Users (HIUs) like pharmacies, medical consultants, doctors, and so on. The user’s consent to share their health data is issued via a new entity called a Health Data Consent Manager (HDCM).
The problem today is that the electronic health records listed in one app or ecosystem are not easily portable to other systems. There is no common standard that can be used to discover, share, and authenticate data between different networks or ecosystems. This means that the electronic medical records generated by users end up being confined to many different isolated silos, which can result in frustrating and complex experiences for patients wishing to manage data lying across different providers.
With the PHR system, a user is able to generate a longitudinal view of their health data across providers. The interoperability and security of the PHR architecture allows users to securely discover, share, and manage their health data in a safe, convenient, and universally acceptable manner. For instance, a user could use a HDCM to discover their account at one hospital or diagnostic lab, and then select certain electronic reports to share with a doctor from another hospital or clinic. The flow of data would be safe, and the user would have granular control over who can access their data and for how long. Here is a small demo of the PHR system in action.
The standards in the draft released today offers a high-level description of the architecture and flows that make this possible.
India recently kicked off the Data Empowerment architecture, a framework for consented data sharing across the financial sector. This allows Nandini (Persona) to share data on her business’ regular invoices or GST payments seamlessly and securely.
Any bank or NBFC can now offer a regular stream of small-ticket working capital loans based on her demonstrated ability to repay. This is in sharp contrast to the status quo, where banks typically offer only larger loans backed by collateral. Using cash flows rather than collateral as the basis for credit is known as Flow-Based lending. Because producing collateral is a roadblock for the poorest Indians, Flow-Based lending may be their only opportunity to access the credit they sorely need for growth.
In July 2018, NITI Aayog published a Strategy and Approach document on the National Health Stack. The document underscored the need for Universal Health Coverage (UHC) and laid down the technology framework for implementing the Ayushman Bharat programme which is meant to provide UHC to the bottom 500 million of the country. While the Health Stack provides a technological backbone for delivering affordable healthcare to all Indians, we, at iSPIRT, believe that it has the potential to go beyond that and to completely transform the healthcare ecosystem in the country. We are indeed headed for a health leapfrog in India! Over the last few months, we have worked extensively to understand the current challenges in the industry as well as the role and design of individual components of the Health Stack. In this post, we elaborate on the leapfrog that will be enabled by blending this technology with care delivery.
White paper on the analysis of High share premium amongst Startups in IndiaProductNation/iSPIRT
High share premium is not the basis of a high valuation but the outcome of valid business decisions. This new whitepaper by iSPIRT highlights how share premia is a consequence of valid business decisions, why 56(2)(viib) is only for unaccounted funds and measures to prevent valid companies from being aggrieved by it
[Angel Tax] White Paper On Section 56 (2)(viib) And Section 68ProductNation/iSPIRT
Angel Tax (Section 56(2)(viib)) has become a cause celebre in Indian startup circles due to its broad-reaching ramifications on all startups raising capital. This paper traces the origin of this section, it's analysis, impact, how it adversely affects startups. Special mention is also made of the seldom covered Section 68 and it's used in conjunction with Section 56(2)(viib). The paper also proposes recommendations to ensure that genuine companies are not aggrieved by this while the original intent of the section is preserved.
New digital lending architecture: As Indian consumers and business go from being data poor to data rich in next 3 years, a new lending architecture which is digital, based on data footprints and using algorithms can scale up rapidly to provide credit for the underserved. This includes P2P lending. The Electronic Consent layer of the India Stack will leverage this data tsunami.
iSPIRT's Response on Digital Information Security in Healthcare Act (DISHA)ProductNation/iSPIRT
We believe that India is at a unique tipping point where only a fraction of its users have gone online, and a majority are yet to do so. Therefore, it is critical that we build the right set of protections and empowerments for these users as they enter the digital world.
It is equally important not to limit our thinking to simply “protection” of data. We must also question how we can “empower” individuals, who will be data rich before they are economically rich, with better access to their own healthcare data such that they can become more engaged participants and managers of their health care.
We welcome the proposed DISHA Act that seeks to Protect and Empower Individuals in regards to their electronic health data - we have provided our feedback on the DISHA Act and have also proposed technological approaches in this response
India SaaS Survey Results 2017 in partnership with DCS Advisory ProductNation/iSPIRT
Welcome to the Third edition of the India SaaS Survey by DCS Advisory, India’s largest software investment banking advisory practice, in partnership with iSPIRT
iSPIRT’s Response- White Paper on Data Protection Framework for IndiaProductNation/iSPIRT
It is widely known that the amount of data generated daily worldwide is rising at an incredibly exponential rate. Yet, what remains shrouded is how this data, particularly those data types concerning or generated by us, as individuals, are being used and stored by both the public and private sector. As we move into a data-driven world, it is crucial that the laws developed around Data center on the premise of both empowering and protecting the individual. In fact, the main purpose of the 4th layer of India Stack, the “consent layer”, is just this: to provide for a set of tools and utilities, as part of the Data Empowerment and Protection Architecture (DEPA), that empower citizens to assert control over their data.
The Justice Srikrishna led committee of experts has released a White Paper articulating their provisional thoughts on the Data Protection Framework, and are seeking public comments on the subject. iSPIRT has submitted a formal response to the White Paper. You can also read the blog post lays out our current views regarding Data Protection here: http://pn.ispirt.in/india-in-a-digital-world/
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1.
iSPIRT:
Indian
Software
Product
Industry
Round
Table
www.ispirt.in
M&A
Connect
Action
Plan,
2013.
Version
2.0
October
2013
Background
Indian
product
companies
punch
below
their
weight.
Despite
huge
innovation
and
rising
entrepreneurship,
most
Indian
product
companies
are
invisible
on
the
global
map.
The
reasons
are
many,
but
a
big
one
is
the
lack
of
meaningful
exits
for
companies
that
actually
create
value
in
their
product
markets.
This
paper
focuses
on
a
plan
to
address
that
gap.
This
second
version
of
the
plan
is
a
revision
to
the
one
published
in
May
2013.
iSPIRT
M&A
Connect
Program
-‐2013
The
iSPIRT
position
paper
of
March
2013
identified
several
issues
that
need
to
be
addressed
to
improve
M&A
activity
in
the
US-‐India
corridor.
While
discussions
with
the
Product
Nation
community
members
strengthened
the
propositions
made,
we
needed
to
get
buyers’
perspectives
before
formulating
an
action
plan.
This
led
to
several
Brainstorming
Sessions
with
Executives
at
prolific
technology
leaders
and
acquirers
from
Silicon
Valley,
as
well
as
with
several
investment
bankers.
The
M&A
Connect
team
conducted
the
following
activities
in
2013:
a) An
Executive
Brainstorming
session
in
Palo
Alto,
CA
on
May
21,
2013.
This
event
was
attended
by
M&A
professionals
and
senior
executives
from
Autodesk,
Cadence,
IBM,
Intel,
NTT
Docomo,
Facebook,
Paypal/Ebay,
VMware,
and
Walmart
Labs.
The
session
started
off
with
the
case
study
of
Autodesk’s
recent
acquisition
of
Qontext
(October
2012)
that
set
the
tone
for
the
reminder
of
the
meeting.
Attending
executives
were
open
and
frank
with
their
perspectives.
The
iSPIRT
team
also
had
a
private
meeting
with
the
head
of
M&A
at
Oracle.
b) Meeting
on
May
22,
2013
with
the
CEOs
of
20
Indian
startups
in
the
Silicon
Valley,
who
have
established
presence
there
to
gain
better
access
to
their
markets
and
customers.
c) First
M&A
Connect
RoundTable
(RT),
a
face-‐to-‐face
interaction
with
about
15
entrepreneurs
representing
a
broad
cross
section
of
startups
(stages
of
evolution,
market
segments,
funding
status,
maturity
levels)
was
held
on
August
1,
2013
in
Bengaluru.
d) A
series
of
introductory
meetings
in
Sept
2013
in
the
Silicon
Valley
with
corporate
M&A
executives
of
top
companies.
e) A
series
of
one-‐on-‐one
interactions
with
8
company
executives
who
called
on
M&A
Connect
team
with
interest
in
a
potential
deal.
f) Interactions
with
about
half
dozen
Investment
bankers,
in
the
process
of
partnering
with
iSPIRT.
2.
iSPIRT:
Indian
Software
Product
Industry
Round
Table
www.ispirt.in
g) Conversations
with
those
who
fund
startup
companies,
who
were
open
with
suggestions
on
making
the
M&A
Connect
program
work
for
their
investee
companies.
Overall
Inputs
from
the
above
meetings
have
been
included
below:
The
notion
that
more
Indian
tech
startups
should
be
visible
and
available
for
acquisition
by
US
based
corporations
is
very
well
received
by
senior
executives
at
the
major
acquirers.
There
is
general
agreement
that
the
current
deal
volume
does
not
reflect
the
underlying
potential
for
Indian-‐grown
tech
companies
and
that
this
could
be
improved.
A
telling
example
was
IBM’s
acquisitions
in
the
last
year
that
added
up
to
more
than
$5
billion,
but
did
not
include
a
single
Indian
company!
The
meeting
with
the
group
of
CEOs
further
stressed
the
need
for
improving
M&A
exits
for
startups,
particularly
for
those
that
lack
strong
US
VC
backing.
There
was
unanimous
agreement
within
this
CEO
group
that
improving
company
readiness,
visibility
and
access
to
potential
acquirers
would
go
a
long
way
in
planning
successful
exits.
Here’s
a
brief
summary
of
key
points:
(1)
Companies
look
at
doing
acquisitions
for
strategic
reasons
such
as
filling
a
key
product
gap,
acquiring
new
capabilities,
or
gaining
access
to
new
customers.
Most
companies
are
location
agnostic
when
it
comes
to
acquisition.
Not
many
deals
happen
with
Indian
companies
primarily
because
they
do
not
show
up
in
any
acquisition
radar,
rather
than
for
any
other
particular
geographic
reason.
(2)
The
top
priorities
in
acquisitions
include
clear
and
relevant
IP
and
a
strong
team
that
can
re-‐purposed
and
integrated.
Talent
flight
in
the
US
is
a
concern;
one
of
the
acquiring
companies
mentioned
that
they
would
love
to
have
quality
talent
resident
in
India
that
can
do
good
product
work.
(3)
Most
often,
acquirers
have
an
existing
business
engagement
with
a
company
and
decide
to
acquire
them
for
strategic
purposes.
Most
buyers
would
like
to
sniff-‐test
or
partner
with
a
potential
target,
before
they
commit.
The
problem
here
is
lack
of
visibility
(“issue
of
discovery”)
that
could
be
addressed
with
a
common
vehicle,
like
a
clearinghouse.
(4)
Acquirers
don’t
actively
scout
for
candidates.
Candidate
companies
usually
approach
them
directly,
or
are
discovered
through
media
coverage
or
customer
engagements.
Indian
companies
typically
don’t
appear
on
any
radar.
Increasing
networking
and
media
coverage
would
help.
(5)
Some
areas
fare
better.
Semiconductor
deals
are
more
common.
Indian
semiconductor
companies
routinely
troll
Silicon
Valley
for
business
and
get
noticed.
(6)
Acqui-‐hires
(Acquisitions
with
the
sole
intent
of
acquiring
engineering
talent)
are
becoming
very
common
in
the
Silicon
Valley.
Certain
acquirers
constantly
look
for
smaller
talent
shops
and
move
quickly
with
$5M
to
$20M
acquisitions.
3.
iSPIRT:
Indian
Software
Product
Industry
Round
Table
www.ispirt.in
(7)
Innovations
that
address
non-‐US
market
issues
(e.g.
looking
to
improve
Facebook
experience
in
low-‐bandwidth
areas)
are
particularly
interesting
for
acquisition.
(8)
Target
companies
must
have
a
clear
articulation
of
the
value
they
drive;
this
often
comes
down
to
a
case
for
better
and
tight
communication.
(9)
Companies
must
build
credibility
by
clearly
understanding
the
needs
of
their
business
users.
They
must
also
understand
how
they
support
the
business
objectives
of
potential
acquirers.
(10)
Larger
acquirers
rely
on
investment
bankers
to
uncover
companies
that
fill
a
technology
gap,
or
address
a
specific
vertical.
(11)
Some
kind
of
vetting
process
would
be
helpful,
especially
in
the
early
stages
of
low
deal
flow.
Having
a
representative
firm
or
a
country
forum
would
help.
(12)
It
is
sometimes
shocking
to
find
Indian
firms
without
any
legal
representation.
This
shows
a
need
to
improve
understanding
of
engagement
processes
and
build
an
ecosystem
that
can
benefit
many.
(13)
Process
clarity
is
also
important
in
the
context
of
challenging
regulatory
issues.
Playbooks,
case
studies,
and
similar
materials
would
be
helpful
in
building
understanding
and
confidence.
Some
deals
get
done
in
days
and
not
months;
readiness
and
speed
will
be
essential.
(14)
Presenting
a
set
of
companies
that
could
fit
a
specific
business
area
for
acquirers
would
be
helpful.
A
Portfolio
Day
(e.g.
20
cloud
technology
companies
visiting
together
and
pitching)
would
work.
Action
Plan
2013-‐14
Based
on
the
inputs
from
both
the
potential
acquirers
and
the
Indian
startup
community,
iSPIRT
believes
there
are
four
key
“Areas
for
Action”:
1. Facilitate
Discovery.
iSPIRT
will
examine
some
of
these
ideas
to
aid
the
discovery
process:
a. Through
Customers.
Acquirers
often
identify
acquisition
targets
through
regular
customer
&
partner
engagements.
iSPIRT
will
encourage
Indian
startups
to
increase
their
customer
acquisition
and
business
development
activity
in
US,
through
direct
or
indirect
presence
in
Silicon
Valley.
b. Through
Investment
banks.
iSPIRT
will
work
with
one
or
more
investment
bankers
to
represent
a
basket
of
acquisition
targets.
This
gives
companies
access
to
a
larger
audience,
while
making
it
worthwhile
for
a
bank
to
make
a
larger
investment
in
the
Indian
market.
4.
iSPIRT:
Indian
Software
Product
Industry
Round
Table
www.ispirt.in
c. Through
Analysts.
Engage
with
leading
analysts
like
Gartner
or
Forrester
to
research
mid-‐market
Indian
companies.
Facilitate
the
discovery
and
research
process
to
make
this
easier
for
them.
One
idea
is
to
develop
an
iSPIRT
"India
Cool
Vendor
List”
for
the
mid-‐market
segment
as
this
is
underserved
by
Gartner
type
analysts.
d. Through
Trade
Shows
and
Conferences.
iSPIRT
will
participate
in
a
few
key
shows
and
conferences
(such
as
DisruptSF,
Mobile
World
Congress,
Consumer
Electronics
Show
etc)
to
collectively
represent
the
Indian
startup
community,
like
an
“India
Pavilion”.
e. Through
Tech
Media.
Engage
newer
media
publications
focused
on
the
tech
industry,
like
TechCrunch,
GigaOm
through
content
syndication
and
other
ideas.
This
provides
much-‐needed
coverage
for
Indian
startups,
while
extending
the
reach
and
readership
for
these
publications.
2. Reduce
Friction.
Legal
surprises,
regulatory
impediments,
and
other
unanticipated
issues
add
friction
to
any
acquisition
process.
Here
are
some
areas
that
iSPIRT
will
look
at:
a. Publish
a
"Playbook"
that
outlines
various
processes,
explains
special
requirements
in
India,
potential
resolutions
and
workarounds,
with
examples.
b. Gain
acceptance
for
the
Playbook
with
select
Silicon
Valley
and
NYC
law
firms.
c. Work
with
individual
firms,
like
Fenwick
and
WSGR,
to
facilitate
working
relationships
with
Indian
law
firms.
3. Promote
Readiness.
iSPIRT
plans
to
do
the
following
to
improve
acquisition
readiness
of
Indian
startups:
a.
Organize
periodic
and
regional
“roundtables"
around
key
topics
of
M&A
(and
other
Playbook
topics).
b. Provide
a
"hotline"
for
Indian
startups
so
that
they
get
unbiased
and
free
advice
when
they
are
in
a
negotiating
crunch
c. Assist
companies
in
connecting
with
cross-‐border
advisors
who
could
help
establish
relationships
with
potential
acquirers.
4. Construct
an
Ecosystem.
Improving
the
ecosystem
will
go
a
long
way
in
increasing
the
deal
flow
and
here
are
some
items
in
the
iSPIRT
plan:
a. Conduct
events
with
bankers,
law
firms,
investors,
M&A
advisory
firms
and
others
forming
part
of
the
ecosystem
to
improve
awareness
about
Indian
startups.
b. Provide
a
mandate
to
select
bankers
and
advisory
firms,
and
pre-‐
negotiate
contract
terms.
These
firms
can
then
be
engaged
by
Indian
startups.
5.
iSPIRT:
Indian
Software
Product
Industry
Round
Table
www.ispirt.in
c. Provide
an
online
contacts
database
of
relevant
parties.
d. Publicize
success
stories
of
transactions.
Specific
Next
Steps
towards
the
Action
Plan
(1) Corporate
Membership.
There
is
substantial
interest
among
corporate
buyers,
about
being
involved
in
the
M&A
Connect
program.
Such
partnership
could
be
at
two
levels;
starting
with
basic
affiliation
and
eventually
leading
to
full-‐fledged
membership
where
they
get
to
benefit
from
iSPIRT
curation.
The
actual
details
of
the
program
are
being
worked
out.
(2) Business
assistance
leading
to
M&A.
This
view
was
substantiated
from
several
angles
–
Buyers
wanting
to
find
opportunities
where
they
get
to
see
the
product
play
out
with
customers
and
VC-‐led
companies
wanting
any
iSPIRT-‐
led
activity
that
leads
to
potential
business
relationships.
M&A
Connect
will
plan
to
target
potentially
useful
business
relationships
as
a
first
step,
and
will
then
move
to
starting
acquisition-‐oriented
conversations.
Many
startups
and
VC
who
may
have
had
reservations
about
an
M&A
conversation
during
early
stages
of
their
business
would
then
be
open
to
an
engagement.
(3)Investment
banker
partnering.
We
discover
that
Investment
bankers
have
practice
areas,
stronger
teams,
and
better
connections
in
certain
fields.
No
single
one
would
suit
an
industry
in
general
with
varied
set
of
offerings
and
deal
sizes.
While,
certain
firms
have
comparatively
larger
deal
portfolio,
others
may
have
an
India
operation.
iSPIRT
M&A
Connect
will
establish
partnership
with
carefully
chosen,
small
set
of
partnership
with
I-‐bankers
that
could
together
give
a
broad
spectrum
of
coverage
and
bring
value
to
iSPIRT
companies.
Conclusion
Lack
of
clear
and
value-‐rewarding
exits
hampers
growth
and
talent
acquisition
for
Indian
technology
companies.
An
M&A
market
would
greatly
facilitate
the
virtuous
cycle
of
innovation,
value
creation,
and
individual
success.
Rewarding
exits
pave
the
road
for
the
next
generation
of
Indian
entrepreneurs.
iSPIRT
is
committed
to
building
up
a
stronger
M&A
deal
flow
in
the
coming
years
by
implementing
the
multi-‐year
Action
Plan.
The
M&A
Connect
team
is
thankful
to
all
those
who
provided
valuable
inputs
in
structuring
this
action
plan.