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. We had to find some kind of a game changer and Satyam was an opportunity.” Satyam brought with it customers in the banking, healthcare and retail industries. We have about 900-plus accounts and our biggest opportunity lies in being a true partner to these customers and accounts. Best portable gaming laptop of 2020. 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. 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. My wife Anu runs an NGO called Titliyan, having sacrificed her promising career at the Canadian High Commission. IMC2020: Tech Mahindra MD CP Gurnani bats for 5G to con.. Tech Mahindra's managing director (MD) and CEO CP Gurnani said 5G will be the glue that will bind the digital future of India and bring in i.. This acquisition augments Tech Mahindra’s digital portfolio — digital strategy, service design and customer experience. Ours is a very customer-centric approach. 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. 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 WHY was important as it meant we were empathetic to our consumers’ needs; we knew what they wanted. It’s the teams! 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. And that passion to experiment and challenge conventional thinking throughout my life has probably been the bedrock of my success. There have been several defining moments that have shaped my journey — transforming Satyam, being appointed the Chairman of Nasscom, joining the Wall Street Journal CEO Council among many others. The other big challenge was how we hold on to available talent while simultaneously being able to attract new talent into the system. So, things were always ... Research & Publishing House Office No. Reward and recognition, open communication, transparency in our workings and encouragement have all been key to successful leadership. He has extensive experience in international business development, start-ups and turnarounds, â¦ The life of CP Gurnani has been a saga of innumerous transitions. Watch him speaking at the â¦ 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. Transparency, communications and the ability to take swift decisions are some of the other aspects. To begin with, there is no single model for success. Mr CP Gurnani, the CEO and Managing Director of Tech Mahindra, is the present Chairman of NASSCOM for FY 16 â 17. As the data we generate every micro- second grows and accelerates at a rapid velocity, the requirement for making a business decision is shifting from hindsight-based decision making to a foresight-based approach. Our daughter Sanya is an entrepreneur, who has graduated from the Harvard Business School, and is currently working in California. He hears us out and doesnât even bat an eyelid. Our son Ashish is a co-founder of the start-up PostFold along with Aashray Tathai. Our growth strategy is based on markets or geographies as we call in our terms, product portfolio or service lines and an organisation structure that enables it to deliver on the goals we have set for ourselves. In a first for a corporate entity, Tech Mahindra created a “start-up garage” for its in-house entrepreneurs. Latest News on Cp Gurnani. 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. One of the major impacts of digital disruption on the outsourcing industry is the need to become more agile to service the customer in the fast-paced world. ... Research & Publishing House Office No. During the restoration, we had to deal with many challenges. Read Excerpts below â We believe in theâ¦ The lines between my personal and professional are fairly blurred. 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. To build such a workforce, leaders must themselves demonstrate agility and embed it into the way work is done throughout the organisation. We will continue to look at such opportunities going forward. The communication themes should include things like shaping their organisations to be more nimble and flexible, less hierarchical, and more networked. He told us, Woh sab chhod. The purpose of strategic planning is to develop a three- to five-year blueprint for the organisation’s future. 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. RUN is about enabling customers to do their existing business more efficiently. 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. If you look at our acquisition history, leaving aside Satyam, you won’t find any big bang or large acquisition. Once I got into the business side, the first thing I did was project management. We felt there was much more to be done around IoT, augmented reality and visual reality, and other such technologies. 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. At Tech Mahindra, we’ve created a corporate environment based on encouraging employee initiative, delegation of authority and strong career development. Speaking on the occasion, Mr. CP Gurnani, Chairman, NASSCOM, stated, âGICs are an integral part of the Indian IT-BPM sector and have played a stellar role in contributing to the growth journey of this industry. 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. The new brand tagline is “Connected World. Makers Lab has, in the period since it began, come out with three platforms. 606, 6th Floor, DLF Saket Court, Saket District Center. To further expedite the process, decisions should be based on guiding principles rather than on a fixed set of rules. Tech Mahindra will introduce salary hikes in early 2021 but hasnât decided the portion of hikes, said Tech Mahindra CEO CP Gurnani. Before this, he used to work for Amazon in Seattle. Gurnani will take on the new role as Chairman of NASSCOM effective 6 April 2016. Bharat Biotech to begin Phase 3 humans trials in Punjab. 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. a) Courage given to associates to bring up ideas and not be limited by ladders to climb. Now it is the service that must seek out the customer and that too through peer influence and not the conventional media. In the CHANGE section, we enable our customers to change their service offerings/portfolio to their customers so that they are ready for today, tomorrow and the future. The move is aimed at turning these entities into standalone companies. The salary hike will be rolled out in a phased manner. 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. He had then said, “We knew that as Tech Mahindra, we were hugely into the communications space and we wanted to saddle the ICT (information and communications technology) industry. ... which is why more and more organisations are willing to nurture in-house talent and make them ready for future roles. His leadership style encourages entrepreneurship and empowerment, rewards and recognition, open communication, and transparency. We accomplish our goals by means of the strategies we devise for each goal. In our country today, we have a 500 million young minds, that is, people who are <20 years. We would be opening one lab in Ipswich (UK) very soon and we have a customer co– innovation lab in the US. 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. The opinions expressed in this commentary are his own. 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. 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. Since then, one event has led to another and all I have to say about the whole experience is “I was willing to experiment, I was willing to make mistakes, I was willing to do things which were considered difficult by others and I was willing to challenge conventional thinking.”. This perhaps looks quite far-fetched, but certainly a lot of the low-end repetitive and mundane works in the industry is increasingly mechanised. Therefore, it is critical that leaders demonstrate agility by empowering others to make decisions rather than limiting decision-making to a select few at the top. Italian engineer and designer, Paolo Pininfarina with CEO and MD of Tech Mahindra, CP Gurnani Earlier we had reported that the Mahindra Group â¦ I personally would like to leave behind a sustainable, workforce-centred culture. At Makers Lab, our philosophy has been to get answers to ‘WHY’ before the ‘WHAT’ or the ‘HOW’. When they discovered America — they called it a land of opportunity — it had very few people and a lot of land and resources. We will continue to look for such opportunities. Challenging conventional thinking has been our north star. 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. As a front-runner in the industry, we have been part of the business impact stories and now increasingly contribute to transformational strategies. 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. Thatâs when Mahindra turned to CP Gurnani, who was then heading international operations at Tech Mahindra, an IT firm owned by the Mahindra Group. We have been quite acquisitive in the past but our acquisition strategy has been largely selective in select areas, verticals and technologies. And mission — reminds us why we’re on the journey in the first place. We plan to open up more such co-innovation labs around the world with our customers. Finally, we translate goals and strategies into concrete action through the development of objectives. Sunday, September 27, 2020. 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. 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. However, how each organisation deploys these strategies is what makes it different and successful. Within a year-and-half, the company that most industry pundits predicted would not survive, now christened Mahindra Satyam, was back on track. In a nutshell, there are three things that big data can do for business: It can improve top line through unprecedented personalisation at scale. 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. The good news is that whether it is the former or the latter, it is entirely within management’s control. In order to align with that strategy, we have recently changed our brand positioning to reflect that. CP Gurnani, CEO, Mahindra Satyam speaks to NDTV Profit about its Q4 results, which were above estimates. Get more India News and Business News on Zee Business. Gurnani had taken the bull by its horn, turning around the crisis-hit company into an opportunity. Those organisations that encourage and reward innovation and reinforce flexibility will enjoy a competitive edge in the quest for high- potential talent. CP Gurnani (popularly known as âCPâ within his peer group), is the Chief Executive Officer and Managing Director of TechMahindra. Strategic planning is a way to help an organisation be more productive by helping guide the allocation of resources in order to achieve goals. Success is never his alone. Saral Rozgar and Microgrid could raise money by the end of this year. These include Entellio, a chatbot-based platform which is being developed as “conversation as a platform”; XRetail, a platform similar to Amazon Go and that uses sensors, artificial intelligence, robotics and augmented reality for the retail sector; and a platform for internet videos (IVP). It is true that businesses are seeing a tectonic shift. 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. We get to the vision through the accomplishment of goals. 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/. 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. Without a corporate strategy to reach defined corporate goals, innovation will be misdirected and unguided. Tech Mahindra's CP Gurnani, MD & CEO; Manoj Bhatt, CFO and Vivek Agarwal, Healthcare and financial services - Global Head, talks about the quarterly â¦ He succeeds BVR Mohan Reddy, who served as Chairman of NASSCOM for 2015-16. ETTelecom.com brings latest cp gurnani news, views and updates from all top sources for the Indian Telecom industry. For us, the Mahindra’s core purpose of challenging conventional thinking has been our North Star. The Indian IT services industry owes its origin to cost arbitrage, so in a way, the industry has traditionally been heavily people-dependent. 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. We already have some aspect of XRetail being used by a large retail player in Latin America. 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. Tech Mahindra has successfully created a Great Place to Work FOR ALL their employees as they have excelled on the 5 dimensions that are a hallmark of a High-Trust, High-Performance Cultureâ¢ â Credibility, Respect, Fairness, Pride and Camaraderie. The vision was how to connect with people and simplify people’s lives by creating experiences. 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. For example, in today’s dynamic environment, decisions must be made quickly. ... vacuum your house and toss treats to â¦ Managing Director And Chief Executive Officer, Tech Mahindra. They should look at opportunities of co- creation and co-innovation. We are also making right investments in the areas of IP creation as well as working with innovative companies. We have a six-pillar innovation strategy. 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 mothership Makers Lab is in Pune but today we have labs in Bangalore, Chennai and Hyderabad as well. CP Gurnani | Print Edition: February 9, 2020. b) A holacractic process (a process defined by what you do and not what is your designation) developed within teams and labs. She is doing a start-up in CRM for real estate. For this one has to have a focus and make sure it is part of the annual plan. This will certainly result in improved efficiencies. CP Gurnani is CEO and managing director of Tech Mahindra. 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. A year or two back, the discussion, when it came to digital, was on DevOps and automation. In the next several quarters, it reported a ten-fold increase in its year-on-year profits. BIO Agency, for example, specialises in digital transformation and innovation, helping organisations change the way they engage with their customers. Indian IT companies need to approach disruption by strengthening onsite presence. Actions of top managers should set the context, guide the process, clearly communicate reasons, shield creative teams, appreciate distinctiveness in people and their thinking, and welcome change. Our investment in the US-based big data and analytics start-up FixStream in 2014 is one such example. An anticipatory workforce — one that thrives on innovation — will be an essential determinant of future success. Aarogya Setu: Six Questions for the Centre on the COVID-19 Contact Tracing App. The focus of the message could be on things like agility, talent and sustainability. Politics. National Association of Software and Services Companies (NASSCOM) has announced the appointment of CP Gurnani as its Chairman for 2016-2017. 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 currency may have changed, but the philosophy always remained the same. 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. My childhood was fairly nomadic as my father was in a transferable job. Asus ROG Zephyrus S15 review. CP Gurnani, MD of Tech Mahindra, talks about the currency of people management and how it's helping create India 4.0. The initiatives I pursue outside my corporate life are connected to that of my family. I have always believed in the power of empowerment and fostering entrepreneurship in people. 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. Agility is a key factor in attracting the best talent and establishing a stronger employee value proposition. That means encouraging and appropriately rewarding innovation so that individuals are willing to test the status quo and take the risks that go hand in hand with defining new products and services. âSaral Rozgar and Microgrid could raise external money by the end of this year. 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. I always believed in entrepreneurship and empowerment, and I don’t think that has changed much between then and now. These factors motivate! CP Gurnani of Tech Mahindra weighs in on 5G networks, Huawei and the role that the IT industry plays in India's economy. This required me to change schools and places in every few years. 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. 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. The biggest priority post the acquisition of Satyam was restoring trust among various stakeholders. 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. 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. It's a great opportunity for India,' Tech Mahindra MD and CEO CP Gurnani said at India Mobile Congress 2020. C P Gurnani, MD & CEO, Tech Mahindra shares his insights on Winning in the Age of Disruption at AIMAâs 4th National Leadership Conclave 2018. While that meant fewer friends forever (this was pre-social media… social and media had different meanings), that also meant that we learnt to fend for ourselves and survive swiftly in any given situation. CP Gurnani, Managing Director & Chief Executive Officer, Tech Mahindra, said, âThe 5G revolution will unlock unprecedented opportunities in every industry vertical. Innovative start-ups and disruptive technologies have together created exciting times for our country. In my view, an entrepreneurial manager is a leader who takes calculated risks but also leads his team to its goals. The biggest question is will machines or robots replace human beings, in this industry? Being at a thermal power plant long time back, I realised that project sites are a real test of your physical capabilities. We knew that the technology world would only become focused on something called “smart machines”. Companies are banking upon big data and analytics. 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. What should we call India if most of these minds are tuned with even a few good ideas or at least one good idea? 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. We call him and bring him up to speed on what has happened. He said that telecom operators have demonstrated during COVID-19 â¦ He oversaw the transformation of the merged entity, Mahindra Satyam, and its integration with Tech Mahindra. 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. We had to shed the baggage, manage the trade-offs and provide leadership — honest, credible and decisive. The next step — developing a vision — helps us determine the destination. Succession planning should not only be about reducing risk; it has to be about finding the best successors. A distinctive leadership framework — one that defines success quotients — provides direction on what it will take to lead and shape organisations in the future. Meanwhile, I got an admission offer from FMS (Faculty of Management Studies) in Delhi but decided not to take it because I was having fun in my career. I am sure if the firms can make this important, the boards and the business families will have to make it a priority. As a valued partner of our customers, we endeavour to create a business situation of optimisation merged with efficiency. However, owing to the advancement in technologies like machine learning, big data, artificial intelligence, automation which is well supported by internet of things, the industry going forward is going to be a lot more machine- dependent as well. The mill would have kept us comfortable but Baba had a paralytic stroke and my father had no interest in running it. By smart machines, we meant, AI, cognitive computing, augmented and virtual reality and IoT. Standardising processes also contributes to an agile environment. Given the demographic and generational shifts we are witnessing, we as leaders should demonstrate and be role models for openness to different perspectives, ideas and styles. The era of the customer reaching out to the product is gone. It can improve the bottom line through unprecedented efficiency at scale and it can improve governance through unprecedented monitoring at scale. Online fashion is the most talked about topic in today’s retail space. Ours is the first corporate garage for the start-ups that are an integral part of our business offerings. ... Tech Mahindra's in-house startups may raise external funds. All Rights Reserved, Tata Motors to Hike Prices from January 1st, Mahindra Group is all geared up to acquire Pininfarina. c) Set up labs and infrastructure like a garage to enable associates to tinker with technology and take ideas to the next level. Innovation is directly proportional to the attitude and approach of the senior management. By 2020, the average age in India will be 29 and it is set to become the world’s youngest country with 64 per cent of its population in the working age group. I enjoy spending time with my family and close friends. CP Gurnani, MD & CEO, Tech Mahindra, said, âWeâre delighted to welcome BORN Group to the Tech Mahindra family. A failure is never the teams — it’s his/hers. Read breaking stories and opinion articles on Cp Gurnani at Firstpost. 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. I try and maintain my fitness regime as much as possible. "We have had 17.5% EBITDA in the previous quarter. Strangely, living out of suitcases and sleeping on beds made of trunks didn’t seem odd actually! This is making most of the ways of doing things exceptionally well in the past invalid in this new environment. 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. 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. Talent can be an organisation’s greatest asset or liability. The success of a CEO depends on how effectively he/she is able to communicate the key message, vision and strategy across the breadth and depth of the organisation. That â¦ COVAXIN. The second challenge was instilling the belief that they can be what they used to be. However, with an unyielding fortitude, he not only scaled every challenge victoriously, but also acquired profound wisdom from each one of them. 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. Come out with three platforms other big challenge was instilling the belief they! The restoration, we have been part of our customers is in Pune but today we have 17.5! This perhaps looks quite far-fetched, but certainly a lot of the entity. Should look at opportunities of co- creation and co-innovation won ’ t think that has much... The period since it began, come out with three platforms Tracing App much more to be acquisition history leaving. The it industry plays in India 's economy talked about topic in today ’ control. 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