I am sure if the firms can make this important, the boards and the business families will have to make it a priority. Finally, our GROW section is built around constructing new revenue- generating partnerships with customers by taking a leadership position in the new connected world propelled by IoT (internet of things) and smart devices. Gurnani, the CEO and managing director of Tech Mahindra and chairman of Nasscom, is today the poster boy of the Indian technology industry, known for his outstanding leadership abilities, be it transforming businesses, developing international business, handling mergers and acquisitions, or nurturing start- ups and responding to disruption. He has extensive experience in international business development, start-ups and turnarounds, â¦ We knew that the technology world would only become focused on something called “smart machines”. This acquisition augments Tech Mahindra’s digital portfolio — digital strategy, service design and customer experience. He says the industry's goals are "doable" but will require both a â¦ By doing our own incubator we want to give our employees new opportunities and generate ideas out of these smart engineers that we have in the company. This will help in giving a hand-holding to customers in order to have an empathetic connect with customers to understand challenges affecting them directly or their customers in turn and produce effective innovations. Finally, we translate goals and strategies into concrete action through the development of objectives. The currency may have changed, but the philosophy always remained the same. We are nurturing start-ups inside the company, by our own incubator called TechM Growth Factories and we are driving partnership with start- ups, through each of our competency and vertical with our own model which we call TechM Next. Without a corporate strategy to reach defined corporate goals, innovation will be misdirected and unguided. We felt there was much more to be done around IoT, augmented reality and visual reality, and other such technologies. Before this, he used to work for Amazon in Seattle. Saral Rozgar and Microgrid could raise money by the end of this year. 606, 6th Floor, DLF Saket Court, Saket District Center. This required me to change schools and places in every few years. Mr CP Gurnani, the CEO and Managing Director of Tech Mahindra, is the present Chairman of NASSCOM for FY 16 â 17. Tech Mahindra will introduce salary hikes in early 2021 but hasnât decided the portion of hikes, said Tech Mahindra CEO CP Gurnani. ... Research & Publishing House Office No. Standardising processes also contributes to an agile environment. While he was interacting with the media, it was very interesting to gather some of his insights on change, managing that change, and how NASSCOM is working with varied stakeholders to enable the ecosystem to be future- ready. According to an industry report by Nasscom, the analytics market in India could more than double from the current $1 billion to $2.3 billion by the end of 2017-18. The purpose of strategic planning is to develop a three- to five-year blueprint for the organisation’s future. The life of CP Gurnani has been a saga of innumerous transitions. He succeeds BVR Mohan Reddy, who served as Chairman of NASSCOM for 2015-16. Politics. Bharat Biotech to begin Phase 3 humans trials in Punjab. If planning is a journey, the first two steps of the process — information gathering and analysis and identifying strategic issues — tell us where we are. Our son Ashish is a co-founder of the start-up PostFold along with Aashray Tathai. My wife Anu runs an NGO called Titliyan, having sacrificed her promising career at the Canadian High Commission. Secret Diary Of CP Gurnani Part-1 | ... My mother was always in this constant battle trying to run the house on a single government salary. We accomplish our goals by means of the strategies we devise for each goal. Watch him speaking at the â¦ We are also making right investments in the areas of IP creation as well as working with innovative companies. However, with an unyielding fortitude, he not only scaled every challenge victoriously, but also acquired profound wisdom from each one of them. I have always believed in the power of empowerment and fostering entrepreneurship in people. For organisations to be successful, I believe it’s important for them to nurture a culture that enables their employees to be aligned to the core purpose and follow it. I see increased focus by the industry on things like intellectual property (IP) development, the creation of products and platforms and embracing of newer technologies like automation in the days to come. The salary hike will be rolled out in a phased manner. MUMBAI: Tech Mahindra, the IT arm of Mahindra Group, expects two of its in-house startups to raise external funds by the end of 2016 as part of its plans to turn these entities into standalone companies. Innovation is directly proportional to the attitude and approach of the senior management. In fact, this has a major impact on how we view digital — the new way of creating services and the new way of consuming and servicing them is dramatically changing the traditional customer-supplier equation and is driven by evolving technologies that offer a new lifestyle and insights. The vision was how to connect with people and simplify people’s lives by creating experiences. We already have some aspect of XRetail being used by a large retail player in Latin America. Titliyan is a non-profit organisation run for underprivileged kids, dedicated to improving lives through education and I encourage you to visit http://www.titliyan.org/. CP Gurnani (popularly known as âCPâ within his peer group), is the Chief Executive Officer and Managing Director of TechMahindra. TechM Next today has the presence in the Valley and Israel to tap into the opportunities and talent in companies that are starting in the B2B space. To me, the future would not belong to those who graduate from B-schools alone; the future would be ruled by the ones who apply those learnings, as entrepreneurial managers. ... vacuum your house and toss treats to â¦ c) Set up labs and infrastructure like a garage to enable associates to tinker with technology and take ideas to the next level. As a valued partner of our customers, we endeavour to create a business situation of optimisation merged with efficiency. What should we call India if most of these minds are tuned with even a few good ideas or at least one good idea? Against the popular perception of being too big in size and integrated in their approach to disruptive innovation, big companies are nurturing aspiring entrepreneurs within and outside the company to embrace open innovation, signalling the rise of “corporate garage” in India. So while we change our portfolio and service line, which is reflected in our approach towards DAVID strategy (DAVID is short for Digitalisation, Automation, Verticalisation, Innovation and Disruption), we have laid a clear goal on how to approach each customer and each account, and this model is called RUN, CHANGE and GROW. CP Gurnani, Managing Director & Chief Executive Officer, Tech Mahindra, said, âThe 5G revolution will unlock unprecedented opportunities in every industry vertical. I personally would like to leave behind a sustainable, workforce-centred culture. For us, the Mahindra’s core purpose of challenging conventional thinking has been our North Star. Managing Director And Chief Executive Officer, Tech Mahindra. In the next several quarters, it reported a ten-fold increase in its year-on-year profits. It can improve the bottom line through unprecedented efficiency at scale and it can improve governance through unprecedented monitoring at scale. For example, in today’s dynamic environment, decisions must be made quickly. Moreover, the exact nature of the CEO’s role is influenced by the magnitude, urgency and nature of the transformation; the capabilities and failings of the organisation; and the personal style of the leader. This leadership imperative reinforces the need for the board of directors to focus on critical issues and policy challenges versus administrative details and programmatic implementation. The initiatives I pursue outside my corporate life are connected to that of my family. He/she needs to take the help of all existing as well as new age platforms such as group mails, blogs, town halls, internal chat platforms, webinars, teleconference and so on to communicate with the employees and senior executives. Makers Lab has, in the period since it began, come out with three platforms. For this one has to have a focus and make sure it is part of the annual plan. We will continue to look at such opportunities going forward. Challenging conventional thinking has been our north star. Sunil Prashara chats with CEO and MD of Tech Mahindra, CP Gurnani, about the potential of citizen development and how organizations can capitalize on the opportunity. We get to the vision through the accomplishment of goals. Another thing is, whether it is Pininfarina, Target Group or Bio Agency, we will see how these assets are part of our overall transformation from just being an IT services provider to a “digital transformation” player. Ours is the first corporate garage for the start-ups that are an integral part of our business offerings. In 2009, when Anand Mahindra acquired the scam-hit Satyam Computer Services â the IT major whose founder B Ramalinga Raju had cooked its books to the tune of $1 billion â he handed over the momentous task of bringing the company back from the dead to CP Gurnani, then heading the international operations at Tech Mahindra. CP Gurnani, CEO, Mahindra Satyam speaks to NDTV Profit about its Q4 results, which were above estimates. ... Tech Mahindra's in-house startups may raise external funds. Thatâs when Mahindra turned to CP Gurnani, who was then heading international operations at Tech Mahindra, an IT firm owned by the Mahindra Group. The biggest question is will machines or robots replace human beings, in this industry? They should look at opportunities of co- creation and co-innovation. Transparency, communications and the ability to take swift decisions are some of the other aspects. Also, we knew that we would not be able to get this across unless our broader vision of connectedness and experience was brought into the mould. Those organisations that encourage and reward innovation and reinforce flexibility will enjoy a competitive edge in the quest for high- potential talent. CP Gurnani, MD & CEO, Tech Mahindra, said, âWeâre delighted to welcome BORN Group to the Tech Mahindra family. That â¦ I am seeing the industry is reaching a level of maturity as it gets ready to cater to a brave new world as the world is increasingly becoming interconnected with the proliferation of smart devices and smartphones. We at Tech Mahindra, maybe because of our DNA in the communications business, understand the “connectedness” in the world much better and have positioned ourselves as a formidable player to provide “connected experiences” to clients. CP Gurnani, MD of Tech Mahindra, talks about the currency of people management and how it's helping create India 4.0. The next step — developing a vision — helps us determine the destination. We would be opening one lab in Ipswich (UK) very soon and we have a customer co– innovation lab in the US. We had to shed the baggage, manage the trade-offs and provide leadership — honest, credible and decisive. Being at a thermal power plant long time back, I realised that project sites are a real test of your physical capabilities. In order to align with that strategy, we have recently changed our brand positioning to reflect that. RUN is about enabling customers to do their existing business more efficiently. This is making most of the ways of doing things exceptionally well in the past invalid in this new environment. At Makers Lab, our philosophy has been to get answers to ‘WHY’ before the ‘WHAT’ or the ‘HOW’. We have a six-pillar innovation strategy. In 2009, when Anand Mahindra acquired the scam-hit Satyam Computer Services — the IT major whose founder B Ramalinga Raju had cooked its books to the tune of $1 billion — he handed over the momentous task of bringing the company back from the dead to CP Gurnani, then heading the international operations at Tech Mahindra. To further expedite the process, decisions should be based on guiding principles rather than on a fixed set of rules. Latest News on Cp Gurnani. ETTelecom.com brings latest cp gurnani news, views and updates from all top sources for the Indian Telecom industry. If you do that, your legacy as CEO won’t simply be about what you did while you had the job, it will be what you prepared the company to achieve long after. Tech Mahindra's CP Gurnani, MD & CEO; Manoj Bhatt, CFO and Vivek Agarwal, Healthcare and financial services - Global Head, talks about the quarterly â¦ "We have had 17.5% EBITDA in the previous quarter. During my days as an engineering student at REC Rourkela, I got to experience cultures and explore multiple opportunities, be it through Rotaract or through campus programmes, and experiment with several new ideas. Most of all, he stands out as a people’s manager, who always leads by example and tends to focus on people’s strengths to bring out the best in them. Secret Diary Of CP Gurnani Part-2 | ... We couldnât reach him so we decided to go to his house, where he was hosting a Diwali party. The first and foremost was how to bring all employees to see a common purpose. The good news is that whether it is the former or the latter, it is entirely within management’s control. He hears us out and doesnât even bat an eyelid. A year or two back, the discussion, when it came to digital, was on DevOps and automation. The mill would have kept us comfortable but Baba had a paralytic stroke and my father had no interest in running it. So, things were always Tech Mahindraâs CP Gurnani, MD & CEO and Manoj Bhatt, CFO, talk about the quarterly numbers that the company has posted, margins, $290 million deal win, future of digital contracts and recovery in the global market among others during an exclusive interview with Swati Khandelwal, Zee Business. In 2013, Mahindra Satyam merged with Tech Mahindra, and it is today the fifth- largest IT services company in India with $4.05 billion in revenue and $477 million in net profit (March 2016), and over 100,000 employees. Gurnani will take on the new role as Chairman of NASSCOM effective 6 April 2016. So the point is that we have been winning business in the relevant areas using our strong capabilities in our traditional areas and combining with our deep expertise in the emerging technologies. The WHY was important as it meant we were empathetic to our consumers’ needs; we knew what they wanted. These factors motivate! The biggest priority post the acquisition of Satyam was restoring trust among various stakeholders. The opinions expressed in this commentary are his own. India’s start-up base is the third largest worldwide but we will still have to learn on how to highlight the spirit of starting a firm, failing and experimenting with ideas. It's a great opportunity for India,' Tech Mahindra MD and CEO CP Gurnani said at India Mobile Congress 2020. The Indian IT services industry owes its origin to cost arbitrage, so in a way, the industry has traditionally been heavily people-dependent. By smart machines, we meant, AI, cognitive computing, augmented and virtual reality and IoT. I always believed in entrepreneurship and empowerment, and I don’t think that has changed much between then and now. Grappling with the likely fallout of the US government's proposed H-1B visa reform bill in the US House of Representatives, CP Gurnani, Managing Director and Chief Executive Officer, Tech Mahindra, hopes that things will become better once Prime Minister Narendra Modi meets US President Donald Trump, most likely in June. Sunday, September 27, 2020. Our daughter Sanya is an entrepreneur, who has graduated from the Harvard Business School, and is currently working in California. In an interview with Amit Ranjan Rai, Gurnani speaks on his priorities for Tech Mahindra and how he plans to keep it ahead of the game in this age of disruption. We have about 900-plus accounts and our biggest opportunity lies in being a true partner to these customers and accounts. During the restoration, we had to deal with many challenges. Born in the fatherland of Central Reserve Police Force- Neemuch, Madhya Pradesh, CP Gurnaniâs childhood was spent in various cities of Rajasthan like Chittorgarh, Kota, Jodhpur and Jaipur due to multiple transfers his fatherâs job at Central Bureau of Narcotics offered. If you look at our acquisition history, leaving aside Satyam, you won’t find any big bang or large acquisition. Aarogya Setu: Six Questions for the Centre on the COVID-19 Contact Tracing App. BIO Agency, for example, specialises in digital transformation and innovation, helping organisations change the way they engage with their customers. ... which is why more and more organisations are willing to nurture in-house talent and make them ready for future roles. Things like automation and DevOps to ship products and changes to customers faster, cognitive computing, artificial intelligence (AI) and machine learning to draw inferences from the data and challenging the given norm of doing things by applying innovative yet sustainable techniques are some of those pillars which have and would continue to have profound impact on the outsourcing industry in the near future. It is true that businesses are seeing a tectonic shift. To build such a workforce, leaders must themselves demonstrate agility and embed it into the way work is done throughout the organisation. I enjoy spending time with my family and close friends. The traditional business model has not disrupted but it is evolving and it essentially means broadening of services by IT players to take ownership of the entire spectrum of customer applications. CP Gurnani | Print Edition: February 9, 2020. We plan to open up more such co-innovation labs around the world with our customers. The second challenge was instilling the belief that they can be what they used to be. The focus of the message could be on things like agility, talent and sustainability. With Western Europe, the US, South Korea, Japan and even China ageing, this demographic potential offers India and its growing economy an unprecedented edge that economists believe could add a significant 2 per cent to the GDP growth rate. Innovation and disruption happen within the organisation when a vortex of the following happens: Innovation is never just a word it’s a state of mind and at Tech Mahindra we innovate for the future. And mission — reminds us why we’re on the journey in the first place. Tech Mahindra is seeing customers starting to invest in digital faster than anticipated and it wil continue to go as more businesses adopt technology, said CEO CP Gurnani.In an interview with ET, Gurnani spoke about why the company would not try to build consumer apps; the business challenges in India and the opportunities for the tech sector going forward. The communication themes should include things like shaping their organisations to be more nimble and flexible, less hierarchical, and more networked. This includes the IRIS (Ideate, Refine, Implement, Shine), intrapreneurship programme, Makers Labs, innovation with start-ups, portfolio management, university collaboration and campus connects and finally in-house IPR. Report from TiECON Mumbai 2016 Mumbai, 7 Jan 2016: CP Gurnani (CP) is credited with playing a key role in the merger of the ill-fated Satyam with Tech Mahindra. 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