LEADING IN DISRUPTIVE TIMES

S I D D H A R T H ( S I D ) PA I

THE FUTURE IS NOT WHAT IT USED TO BE

CONTENT

1 The Environment

2 Leadership During Change

3 The Mask of Command

4 Buyers

MORE ABOUT THE

ENVIRONMENT

NEW AGE CAPABILITIES

Share of Cloud, Digital and Analytics increasing

Offshore firms are growing 11-13% despite ~10% depreciation in rupee

Larger firms will not be inclined to cannibalize their business. They often talk

about security concerns and the need for “private clouds”.

Almost everyone is a one eyed man, king of the blind

Mid sized firms do not have much to lose. They can use a set of existing

tools and methodologies to offer services to manage legacy IT like a

predictable supply chain. This will free up time and money for innovation

SEVERAL BUSINESSES ARE

INSOURCING

Shell

In-house delivery centre with c. 2000 employees to focus on project

delivery, software, and cloud capabilities

Astrazeneca

Replaced 7 major suppliers with in-house resources, achieving a cost

savings of US$ 350M (annualised)

General Motors

Bet big on insourcing, bringing back 10,000 IT jobs

Businesses still want to benefit from low cost delivery but don’t want to

necessarily accept the risk of outsourcing. Some recent examples include:

THE RESILIENCE OF

INDIAN IT Born during the license raj

Sustained during a period of massive domestic unrest (1990s) – terrorism,

political instability, and poor infrastructure

Benefited from the Y2K and survived the dot-com bust of 2000s

Enjoyed growth during relatively favourable years (2002 – 2007)

Continued significant growth since 2008 despite GFC, adverse visa regimes,

reduction in labour arbitrage

Reinvented itself multiple times – from body shopping to managed services

to automation

India Market has Leapfrogged West, and expects to continue

LEADERSHIP DURING

CHANGE

TIME IS THE FRIEND OF THE WONDERFUL

COMPANY, THE ENEMY OF THE MEDIOCRE

8

Search for vision and management quality:

Companies taking well-balanced risks in down cycles (e.g. HCL’s investment in

RIM post 2007)

Weak management living in perpetual fear of making errors of commission while

not paying attention to errors of omission – companies with huge amounts of

underutilised cash on balance sheets with no plan to utilise or return the

shareholder money

Opportunistic management behaviour focusing on short term gains while

compromising the long term (e.g. unnecessary cost reductions, massive layoffs)

THIS IS HOW YOU CAN DELIVER VALUE NOW

In any business, the greater the time taken between a business event and action taken, the greater

the value loss*. This loss is caused by 3 factors:

Technology has been able to address Data Latency to a significant extent

Address Analysis Latency and Decision Latency through proactive and timely research and insight solutions

Data Latency – the time taken to store

data related to the event

Analysis Latency – the time taken to

analyze the data related to the event

Decision Latency – the time taken to

take a decision based on the analysis

Reduce this time lagPrevent

this value

leakage

*Source: Paper on BI Latency by Richard Hackathorn

LEADING THE CHANGE

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Call out the anti-pattern (Aggregator)

Failure is needed. Get up, dust off, move on

Opportunistic management behaviour - don’t

wait until perfect

UI and UX is everyone’s problem, not just IT’s

‘Me too’ does not work. Each business needs a

tailor made solution primed to its needs – e.g.

Zivame in retail

THE MASK OF

COMMAND

Hunters?

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Or Fishermen?

13

YOU are the Bait

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HOW do you

become the Bait?

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Attract through

Excellence

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Be Present,

but Patient

17

Reach Out

18

Empathize & Express

19

Self Knowledge

From Standards

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And Safety

21

ALL OF YOU

ARE BUYERS

THOUGHTWORKS PRINCIPLES

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To run a sustainablebusiness.

To champion software excellenceand revolutionize the IT industry.

To advocate passionately forsocial and economic justice.

We are passionate technologists. We

provide software delivery, pioneering

tools and consulting for organizations

with ambitious missions.