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Five Innovations Corporate India Needs
While Western economies are slipping into a recession, India's own economy is showing no sign of fatigue and is poised to expand at 7.5-8% in 2008. As a result, all the Indian CEOs I interact with are actively seeking to innovate and transform their products, services, processes, and even business models in order to drive global competitive advantage. And they are willing to harness cutting-edge technologies to fine-tune their market offerings, operating models, and customer engagement scenarios.
Clash of the Mindsets: How Indian And Western Engineers View the World Differently
They pointed out that the biggest hurdle is socio-cultural, as Indian engineers think and act completely differently than their Western colleagues. The former, growing up in a red-hot economy, are animated by a “growth mindset” whereas the latter, operating in mature economies, are stuck in a “settled mindset.” These two opposite approaches clash when they are asked to collaborate on a R&D project. Why? Because Indian and Western engineers completely differ in their:
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1) Reasoning. Unlike Western engineers, who reason with a predicate logic (a statement is either true (1) or false (0)), Indian engineers solve problems using a fuzzy logic (the degree of truth of a statement can range anywhere between 0 and 1).
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2) Problem-solving. Given their average age (mid-20s), Indian engineers belong to the Generation Y, or the Millennials, who learn through hands-on experiments (think video-games) and peer-to-peer interactions (instant messaging anyone?). When solving a problem, these grown-up “kids” harness the multiplicative power of social networking tools to experiment with multiple solutions simultaneously, and select the optimal one based on peer input
How Indian Firms Convert Intellectual Property Into Intellectual Profit
More open-minded Indian firms, on the other hand, are redefining IP as “intellectual partnering.” Rather than reinvent the technology wheel in-house, Indian CIOs and CTOs rely on external providers to address most of their firms’ innovation needs, through IP licensing agreements. Take TCS, India’s largest IT service provider. TCS operates the oldest and largest software R&D lab in Asia. Yet, under the visionary leadership of its CTO Ananth Krishnan, TCS is replacing its closed R&D approach with a networked C&D (Connect & Develop) model. As part of its intellectual partnering strategy, TCS now sources more IP from an external innovation network made up of academic labs, startups, and large software vendors.
Knowledge Process Outsourcing
KPO is a new phenomenon that is picking pace in India. It is "Knowledge Process Outsourcing". In simple words it is the upward shift of BPO in the value chain. Old BPO companies that used to provide basic backend or customer care support are moving up this value chain.\n"Unlike conventional BPO where the focus is on process expertise, in KPO, the focus is on knowledge expertise."
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Knowledge Process Outsourcing (KPO) is where outsourcers do high-end “knowledge-based” work rather than doing mere backend processing
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"KPO is the next step in the outsourcing pyramid
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