FUTURE OF ENGINEERINGBetter • Faster • Smaller

U.S. Chapter Key Takeaways - Summary

5th March , 2014

Agenda

Keynote – macro trends focused on future of engineering

Keynote Interviews and Panels – macro trends on driving global excellence

Keynote – Be Selfish , Be Generous

Topical Discussions ( TRACK 1)

- Women in Leadership- Changing Organizations - Solving for Scale - Paying for engineering outcomes - Riding the Agile Wave

Topical Discussions ( TRACK 2)

- Attracting and Retaining Top Tech Talent

- Evolution of Engineering Leadership Styles

- Shaping the future of new product development

Morning

Evening

Afternoon

Zinnov Keynote: The Future of Engineering – By Pari Natarajan ,CEO, Zinnov ( 1/2 )

Consumerization Mobile

Cloud

Digitization Analytics

Social

• Enterprise IT is mimicking consumer applications

• Products across industry are adopting mobile technology

• Big Data and Analytics will change enterprise behavior around product engineering and product management

• Startups being Digitally Native are able to develop products at lower costs and compete with Global companies

• Talent competition from large enterprises across all industries – Retail, Banking and Industrial

• New models of talent acquisition – Acqui-hires

• Most companies are trying to catch-up with the changes but the change has not been easy

• Companies are being forced to rethink their approach on how to engineer products in the future

Macro Trends Driving Change

Zinnov Keynote: The Future of Engineering – By Pari Natarajan ,CEO, Zinnov ( 2/2 )

• Distributed Agile Deployment

• Data driven product management

• Integrated Design process

• Dynamic product portfolio

• Consolidate R&D locations

• Self contained global teams

• Network ecosystem

• Large Scale Skill assessment & rescaling

• Acqu-hire Global

• Optimized talent portfolio

Companies should take a structured approach to engineering products in the future

An integrated approach to the 3 pillars of product engineering

• The pace of change and the new business models are forcing companies to evolve

• There are three key shifts – mobility, cloud and broadband

• There are numerous strategic and organizational factors why market leaders fail and at least 87% of these are within management control . The most common reasons being 1) inability to respond to new challenges 2) low innovation 3) premature core abandonment and 4) talent bench shortfall

• The key for leaders is to balance delivery and performance with creativity and exploration .

• Key delivery drivers include – create more value, reduce lead time, build quality continuously, empower people

• Key innovation drivers include – increased competition , newer technologies, changing customer needs and business environments .

• It is critical for companies to explore adjacent , disruptive and sustaining innovation to ensure a competitive edge .

External Keynote: Leading Through Change – By Maya Strelar-Migotti Head Silicon Valley and Vice President of IP & Broadband Development, Ericsson

• Rate of adoption of technology increasing at a rapid pace and moving from enterprise to consumer

• Technology is changing the habit and behavior of consumers and organizations can track end to end user behavior from buying to usage

• 4 drivers of technology that enable creation of new products and solutions – miniaturization, software, networking, and entrepreneurship

• Networking technologies are going to transport voice, data, video, and sensing capabilities.

• Cyber security will move from the enterprise to the consumers. Firms predict that the market for selling of personal data will be worth $1.5 trillion by 2020

• A country’s success will not just be reflected through GDP (Gross Domestic Product) but through GNP (Gross National Happiness) – living standards, psychological factors, health, cultural diversity, education etc

• Organizations should be more accountable and should factor in ethical, ecological and social impact. Power of technology should be harnessed for improving the quality of life and the overall wellbeing of the planet

External Keynote: Brave New World – By Ayan Mukerji , SVP & Global Head of Media and Telecom Strategic Business Unit, Wipro Technologies

Keynote Interview : Survival of the Fittest: Art of Managing Product Portfolios – With Shawn Farshchi , President and CEO , Saba Software

• The talent management landscape has changed dramatically due to

• Consumerization of software consumption within companies,

• On set of multi generational and cultural workforce,

• Surge of newer technologies

• Requirement of peer to peer and informal communication within organization

• ERP does not address knowledge workers, blue collar workers, and new generation workers

• Product portfolios can be managed by

• Assembling a progressive and aggressive engineering team to face the evolving technology landscape

• Adopting a top-down and bottom-up innovation strategy

• Understanding customer demands through customer communities, product advisory boards, product management teams

• Tracking the competitive landscape

• Creating centers of excellence to research on future technologies and opportunities

• Distributed engineering centers reduce time to market and time to react to customer needs and help to compete globally

Keynote Interview : Leading in a flat world – With Sanjay Dhawan, President and CEO , Symphony Teleca Corp.

• To effectively run a global engineering services company requires

• A flexible, disciplined, and talented management team

• Proximity to customers

• A common platform and time to connect and share ideas

• Collaboration tools

• A well-defined governance and organizational structure with safety net measures in place

• Global teams help in continuous support, faster delivery, and operational rhythm in decision making for complex engineering problems

Keynote Panel : Top Gear : Driving Global Engineering Excellence (1/2)

1. M.R.RANGASWAMICo-founder and CEP, Sand

Hill Group(Moderator)

Speakers

2. JOHN MICHELSONCTO, CA Technologies

3. ROBIN A. LANDECKGM, Engineering Operational Excellence, GE Healthcare

Science Technology – Software.

4. RAMESH PILLAISenior Vice President, Global

Head of Hitech Industry Vertical, Mindtree

5. SRI SHIVANANDAVP, Global Platforms &

Infrastructure, eBay

• Better, Faster, Smaller is a challenge companies face on a daily basis.

• Personalization without compromising on time to market, building the right products with the right quality, engineer productivity are the primary focus areas for engineering centers

• Big data and cloud technologies have fundamentally shifted the way organizations deliver products and solutions

• Organizations need to provide the right technology and process platforms for employees and build multi-disciplinary skill-sets for global engineering excellence

• Organizations measure metrics around

• Delivery/Developer Productivity

• Cost,

• Quality,

• Availability / uptime

• Agility

Keynote Panel : Top Gear : Driving Global Engineering Excellence (2/2)

1. M.R.RANGASWAMICo-founder and CEP, Sand

Hill Group(Moderator)

Speakers

2. JOHN MICHELSONCTO, CA Technologies

3. ROBIN A. LANDECKGM, Engineering Operational Excellence, GE Healthcare

Science Technology – Software.

4. RAMESH PILLAISenior Vice President, Global

Head of Hitech Industry Vertical, Mindtree

5. SRI SHIVANANDAVP, Global Platforms &

Infrastructure, eBay

• Agility requires a mindset change across all functions in the organizations.

• Engineering teams need to be well organized, trained with the right skill-sets, set up for regular rhythms (in-case of Agile), incorporate a tool strategy.

• Other functions such product management, sales and marketing teams, legal teams need to work in tandem with the engineering teams

• Experimentation by building a minimal viable product and validating customer responses are key enablers to addressing changing consumer demands.

• Communication is crucial and works best when uncontrolled. Organizations need to understand the dynamics of working across different time zones and account for cultural nuances in each geography

Track 1 : Z Talk: Women in Leadership: Challenges and Opportunities, Jenn Ryan , VP Global Shoring , ADP

• Women in leadership should consider their emotional involvement as a strength and not a weakness as it brings something important to the table

• Myth Women are too emotional to succeed in the workplace

• Reality: Leadership traits most respected and admired are the emotional ones. In fact today there is a dedicated school of thought that leaders need to increase their emotional quotient. Higher emotionality leads to better relationship building

• Myth Women are too nurturing to lead

• Reality . Leaders in todays environment are required to be nurturing of ones company’s culture, their employee’s morale, their vision of business, the sense of mission or purpose, the complex web of relationships between employees, customers, vendors, family. Nurturing, when properly done, is practically a full-time job

• Myth Women vs. Men

• Reality : It most cases it does have to be an either or situation but a place where complementary skills can help the team. Women bring heightened self awareness and a stronger emotional connect which brings a different perspective into any team.

Nurturing motivates and develops teams

Emotion is a strength, not a weakness

Women need to support other women

Track 1 : Adobe Changing with Times, Daniel Cohen, VP Corporate Strategy , Adobe

• Organizations should anticipate future trends in technology and consumer demands and take big bets to have a competitive edge and stay ahead of the maturity curve

• It is critical not to be too dependent on a single technology/format but rather focus on consumer acceptance and compatibility of the technologies/formats with multiple devices

• Take calculated risks and ensure transparent communication of short term and long term corporate strategy to the shareholders

• Imperative to reinvent oneself and challenge status quo in a constantly evolving and highly connected market place

• Build a strong leadership pipeline focused on the future, communicate the organizational changes effectively to the bottom of the talent pyramid, and enable a smooth transition from legacy to next generation through mentorship

Track 1 : Z Talk: Size Does Matter- Solving for Scale- By George Chitouras , Senior Director , R&D, Pivotal

• Think differently to scale

• Evangelize internal and external ecosystem to build linkages, co-innovate and take it to the market

• Do not offshore parts of a project. Build a team that can execute and build a product in its entirety

Track 1 : Panel: No Free Lunch, Paying for Engineering Outcomes

1. NILESH THAKKERChief Technology & Products

Officer, inPowered(Moderator)

Speakers

2. SHOUVICK MUKHERJEEVP, Consumer Platforms,

Yahoo!

3. PAUL BROWNVice President & General

Manager, Global Centers of Excellence, EMC Corporation

4. KAMRAN OZAIRCo-founder and Executive

Vice President, Mindtree

5. SANJAY SALUNKHESr. Vice President - Product

and Engineering Solutions, iGate

• Partners and service providers should bring in unique capabilities and skills that complement an organization’s current capability

• Outcomes could be:• Value based• Cost based• Innovation/product based • Technology based

• Engineering outcomes must be linked to business objective and should enable risk and responsibility sharing with partners

• Time & Material model is an easy pricing model to execute

• Outcome based models requires significant trust, transparency and data transfer between client organization and partners

• Partners and service providers need to• Develop a deep expertise of the customer

business by creation of subject matter experts, encouraging industry certifications and so on

• Groom their talent and provide incentives across levels to focus on customer impact for successful deployment of outcome based models

Track 1: Panel: Riding the Agile Wave, Making it Work

• Agile is a reality today and companies in order to be truly Agile need to focus on other functions not just on the agility of engineering teams

• Agile is not a one stop solution for product development. It is important to understand when to use Agile and when not to use Agile.

• Design, Product Management etc should be integrated into sprints early on.

• Distributed Agile can be managed effectively through:

• Dialog and effective communication between teams

• Access to resources, information, people• Trust and Transparency by understanding

each other• Accountability

• To make Agile work, the workforce has to be equipped with the right skillsets - be flexible, challenge the status quo, be assertive, be able to solve problems and react fast

• Some of metrics for Agile product development• Reducing technical, design debt and customer

issues • Management of investment (planned vs

actual)• Story burn-down

1. NITIKA GOELSr. Manager- Globalization

Accelerator Platform, Zinnov LLC.(Moderator)

Speakers

2. JAY GAUTHIERVP, R&D, Software AG

3. RACHEL POWERSVP, Experience Design, NewDeal

Design

4. STEFANO MALNATIChief Innovation and Technology

Officer, FADV

Track 2: Panel: Needle in Haystack, Attracting and Retaining Top Technical Talent

• Branding, geo positioning, presence on social media are critical mechanisms to attract top technical talent

• Organizations need to be actively engage with the technical community by participating and sponsoring in technical forums, conducting hackathons, showcasing technology champions

• Sell the story of the nature, scale, complexity of the technological challenges faced by the business

• Impact achieved as a result to attract top technical talent

• Analytics can help in identifying the right kind of talent from a cultural and technical skill-set stand point, setting up better employee engagement mechanisms and detecting potential employee exists from the business

• Acqui-hiring: Organizations need to identify how the capabilities of the target company can offset the current technical gaps in the organization

1. VAMSEE TIRUKKALACo-Founder and Board of

Director, Zinnov LLC.(Moderator)

Speakers

2. PRANESH ANTHAPURVice President, Human

Resources, Walmart Global eCommerce

3. DAYNA PARKERChief Human Resources

Officer, Experian

4. TODD SHAWVP, Human Resources, PayPal Technology – an ebay inc.

company

Track 2: Panel: From Good to Great, The Evolution of Engineering Leadership Styles

• Most organizations have moved to agile environment where engineering leadership is more about influencing than managing people.

• Leadership should be seen from four areas - people, process, customers and ecosystem.

• A engineering leader looks at ways to accelerate innovation by empowering the team.

• While maintaining delivery leadership, the engineering leader needs to be customer and market oriented.

• A leader should also weigh-in the business impact from the view of build-buy-partner. Many times, it is advantageous to either buy or partner to address a market opportunity rather than building it from ground up. An engineering leader needs to be conscious of this strategic lever.

1. BALA GIRISABALLAHead – Innovation Practice,

Zinnov LLC.(Moderator)

Speakers

2. DR. ALOKNATH DESVP/CTO, Samsung

3. GLENN HOOGERWERFVice President, Hi-Tech &

Manufacturing, HCL Technologies

4. KIM RINGEISENSr. Director, Engineering,

Cloud Systems Validation, (SDU), Cisco Systems Inc.

5. HARI HARANChief Sales Officer, Aricent

Track 2: Fireside Chat: Art of War, Shaping the Future of New Product Development

• Identify customer insights and white spaces that will spur new business opportunities

• Need to understand the local context and cultural nuances to develop locally relevant products. Example: Google Maps in India

• Organizations set up global centers for:• Cost and efficiency • Understanding the local market• Lack of required talent in the HQ

• Education and training are very important for an Agile culture.

• Distributed Agile will be a norm but with a level of control at the HQ

• To make Agile work:• Imperative to create an inclusive culture with

opportunities to everyone to express their opinion periodically on the product vision, further validated by senior leaders and customers

• Clearly communicate the ownership model between the agile teams

• Decisions related to talent management has to be made based on short term (tactical) and long term goals

1. SIDHANT RASTOGISr. Director, Zinnov LLC.(Moderator)

Speakers

2. BRAD ADELBERGVice President, Development,

Oracle

3. SATHEESH KUMARSenior Vice President and

Chief Transformation Officer, Symphony Teleca Corp

4. PEEYUSH RANJANCorporate Vice President of

Engineering, Motorola Mobility (Google)

5. JUN SUCorp. Executive Vice

President, Pactera Technology International Ltd.

BE SELFISH… BE GENROUS : NIPUN MEHTA

1. DR. C. MOHANIBM Fellow and Former IBM

India Chief Scientist, IBM(Moderator)

Speakers

2. Nipun MehtaFounder, Servicespace.org

• Is technology stripping away random social connections and interactions we have with others?

• Do we want predictive analytics and algorithms to control our future and the way we think, react and take decisions?

• Is technology affecting our behavior, culture and the way we live and disconnecting us from society?

• Social change is an end result of creating awareness, impact and transformation

• Organizations should look at creating technology and designs through inner transformation using principles of compassion, generosity, social capital etc

thankyou

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