Resources | T-Hub

Inviting applications for Lab 32 (Cohort 10), last date to apply:13 Feb 2023

Jktech

Blogs

Podcasts

Videos

White Papers

Case Studies

News

Newsletters

Ceo's Desk

Startup Chronicles

Startups

Sustainability

Hello, everyone. Pleasure to be speaking to all of you today. My name is Tarun Mathur, I head strategy and innovation function at Edelweiss General

Hello, everyone. Pleasure to be speaking to all of you today. My name is Tarun Mathur, I head strategy and innovation function at Edelweiss General Insurance. Today, I’ll be sharing my thoughts on how innovation has gained more importance as a business discipline in the current times and how entrepreneurs and nation builders like yourselves approach some of the nuances around building resilient structures for continuous innovation. Also, I will share how changing consumer behavior and technology adoption is bringing innovation to one of the most traditional industry insurance. Well, we all know that the importance of innovation in the business life cycle is undeniable, but surely the importance and need for innovation has taken an elevated stage in the COVID times. The pandemic has presented multiple challenges to people, corporations and economies globally. The unprecedented nature of the pandemic brought in an atmosphere that was new for each one of us to handle. There were no prescribed guidelines to manage the situation, even as the crisis kept unfolding dynamically. But the silver lining is that it pushed the need for remarkable innovation across different industries. Companies have found new ways to sell, service and operate during the crisis. The pandemic has forced companies in almost every industry to innovate in certain regards. Talking about the insurance industry, it’s been among the last few industries to get on the technology disruption bandwagon, but today it stands at the precipice of profound change. There has been a step change in its awareness and education in recent years. We are observing that most industry players, old and new, are now adopting technology to enhance the processes and provide better customer service. Every link in the value chain is becoming a data driven play. The industry is absolutely ripe for digital transformation. Technology has contributed immensely to the shift in consumer behavior and has made a significant impact in reducing friction within processes in the insurance lifecycle. We are witnessing the rise of new business models, new ecosystem partnerships and an agile way of working. Let’s try and understand the key innovation drivers in the InsurTech space. Firstly, there has been a shift from a product focused mentality to a customer experience driven business model. The industry so far has seen the market in product segments, even consumer segments were historically seen from a demographic lens, but now they are changing to a behavior driven psychographic approach. The consumers of today are used to the Amazon experience, in terms of convenience, speed, and reliability. Secondly, the regulatory environment has been extremely encouraging. The sandbox initiatives is a proof that the regulator is looking to encourage innovation, specially technology driven innovation. In my view, the three areas which have witnessed and will continue to witness heightened adoption of innovation in the InsurTech space are customer experience where the intent is to provide hassle free interaction at all touchpoints, product and pricing innovation, where technology which has made newer categories of products possible and enables new ways of evaluating and pricing the risk will continue to do so. Usage based insurance is one such trend which has been possible primarily through technology. It is now possible to tap into new data sources and use technology for a far more accurate risk quantification. There’s a big opportunity which lies in personalization and efficient use of analytics as well. Thirdly, expansion of a deeper connection with the service ecosystem will continue. Services can help to differentiate commoditize products and technologies and help insurers connect with adjacent ecosystem partners to offer customers more holistic solutions through a platform approach. So as we see, the connected world and lifestyles are driving a paradigm shift in how insurance, product development and distribution is evolving. In this light, it is fair to say that ecosystem partnerships and platform business models will drive adoption and growth in the future. With the enormous volumes of data being collected and processed, new models to monetize it will become more prominent. Embedded insurance, Insurance as a Service, Usage-based byte-sized insurance will be some models we will see more frequently going forward. At Edelweiss General Insurance, we too, have realized the power of change being heralded by technology, and our platform and technology allows us to focus on customer experience, have a significant impact on all key moments of truth in an insurance journey. We see ourselves as partners to customers, and we believe this will surely help us achieve the golden mean between growth, profitability and customer-centricity in any state of economy. Edelweiss Switch, which is an app-based pay as you drive motor insurance product, which we launched last year, is a testimony of how seriously we take customer insight-driven product strategy. We have learned multiple lessons along the way. I would like to share a few of these for you all to consider while building a product. First is, alignment of business and IT strategy. In today’s digital economy, it’s imperative that the technology supporting a business goal is not only aligned but integrated into strategy. Second is collaboration and partnerships to perform and build platforms and to and through an ecosystem of progressive partnerships. Thirdly, get the architecture right, build for the future. Every layer of the enterprise architecture should be crafted, keeping future integration needs, security requirements and customer experience in mind. Today, APIs are reshaping the operational ecology of the insurance industry. Fourthly, reengineer your whole organization and your teams into a fully connected digital business, modernize the product architecture, use micro services to build a modern front end, thus improving the experience for customers and agents. Basically break silos and ensure a smooth flow of data. The idea should be to craft digitally enhanced experience with a focus on moments of truth. Lastly, as with any expansive, multi-year plan, taking only the long term view can be overwhelming. Break down tasks into manageable time-frames. Look at what must be done in three month increments to move along the roadmap and achieve specific goals. To summarize, I will just say you are all well-positioned to harness the power of change and thoughtfully design your futures. Make sure your product pipelines reflect the new customer experience expectations. Calibrate your product and channel economics based on evolving customer needs, embrace the power of digital leverage data to build customer behavior models and speak the language of your target segment. I am confident that you are all on your way to building great products and institutions and I hope you found these insights relevant. Thank you for being a patient audience. I wish you all the very best to care and stay safe. We at T-Hub power corporate innovation through high impact partnerships. Know more, https://bit.ly/2QTnRSS​​​. &nbsp;

To briefly introduce, my name is Dr. Swapnil Dambe. I’m a digital business transformation and innovation thought leader, design management strategist, recognized for innovating, incubating,

To briefly introduce, my name is Dr. Swapnil Dambe. I’m a digital business transformation and innovation thought leader, design management strategist, recognized for innovating, incubating, driving and mentoring strategic initiatives in the context of consumer digital and enterprise digital transformation. Over 24 years of strong industry experience with global clients, I help organizations crafting effective digital transformation journey strategies, and futuristic experiences for their clients and end customers. Today’s interesting topic, innovation in the crisis time – Let me just help you realize the topic holistically and the grassroots level of its association. If you look at minutely we all human beings seek simplified and better experiences from social, personal and professional life. Our needs are situational, conditional as well as circumstantial. The situation and conditions drive the needs, and so the decision-making, and hence everything will evolve design and revolutionize only for the continual betterment of humans and the ecosystem irrespective of circumstances. In this correlation, the businesses don’t forget to remember that tomorrow’s new ventures will be considered from today’s all personal social, professional needs and pain areas of the people and the ecosystems. The businesses may choose to cater to fulfill the wishes of their customers or fulfilling the current needs or pains through innovative strategies. However, the most important thing is it’s rapid industrialization to be able to drive both business growth and customer satisfaction. In my view, innovation or innovative mindset doesn’t care about circumstances such as crisis. Most of the innovations happen on this earth, just and just to uplift and simplify the lives and have taken care of the futuristic, economical, ecological, and motivational needs of the entire humankind.&nbsp; There is a difference between natural global calamity type circumstances and individual crisis due to major goof ups at the strategy level, in the business context, businesses need to reimagine their strategies periodically and must infuse innovation as a strategic element, as a disruptor in the kind of industry vertical, they belong to. However people often talk about the role of innovation in an age of constant fundamental disruption of the industrial revolution Within this uncertain environment, innovation leaders, people who really possess this innovation mindset should play a crucial role in helping the businesses boom with the strategies for sustainable business innovation and growth. When the business is experiencing a time of crunch, innovation leaders must play a vital role and craft the strategic programs to be able to drive the value chain throughout the stress period. However, where appropriate true innovation professionals should use this COVID-19 pandemic journey as an opportunity to offer the most profitable and fitting solutions to their target segments by employing situational, yet smart business strategies to be able to not just sustain, but master the market and does gain more customer advocacy, continued innovation of business model, operating strategies, business strategies, products, services, platforms, consumer channels, and touch points. And eventually ecosystem is the key to be relevant, contextual and contemporary sustainable in the market. Going forward, businesses, innovation strategists must include customer technology and business aspect as fundamental components to deliver shared values, irrespective of circumstances. Innovation champions must learn the most trending and applicable approach to business design and transformation with the help of the human centric, strategic, lean, agile design thinking approach to revolutionize the business constantly. And thus fix the ongoing challenges in an accelerated way. The said approach applies to all the industry sectors regardless of the challenges or problems. So the industrialization of innovation is must, and that should have a very focused way of executing the innovation.&nbsp; We at T-Hub power corporate innovation through high impact partnerships. Know more, https://bit.ly/2QTnRSS.

Hello, everyone. My name is Nishanth Ramesh, I’m currently working as a Strategic Business Development Partner for intelligence Practice at Cognizant. Having spent more than

Hello, everyone. My name is Nishanth Ramesh, I’m currently working as a Strategic Business Development Partner for intelligence Practice at Cognizant. Having spent more than 13 years in the corporate world across consulting, strategy and business development, alliances and marketing,thought leadership and public speaking, I strongly believe innovation is what separates each of us and enables us to create a niche for ourselves.I’m sure many of you would have heard something similar. During the initial phases of covid-19 pandemic, many of us didn’t even step out, but we all like vegetables fresh and the vegetable chopping knife sharp. Small businesses like vegetable sellers, among many others, started using these recorded voice overs on a mouthpiece to call out what they’re selling, and the audio was well heard by someone who stays even on the fifth floor of an apartment. With just an initial investment of a thousand rupees, they managed to attract more customers. Like Thomas Edison said, if there’s a way to do it, better find it, and these sellers just did, and so did many others who managed to innovate during the crisis. They survived and are growing. Crisis is not new to any of us, and it does come in all sizes. Many companies that are now household names like Apple, Airbnb, Uber, Disney were founded during the Great Recession. Solving a problem is the heart of innovation, but in a crisis situation, you don’t get a lot of time to innovate. You have to be fast paced. Look at how many pharmaceutical companies could do research, innovate and come up with a vaccine to covid-19. During crisis predictability, efficiency and stability really takes a toll. Some of the grocery chains who were quickly able to scale up and take up to the sudden spike in demand and they survived the crisis and of course, grew multi-fold. Success of the organization depends on innovation of clients,of people and organization as a whole. With remote working,the whole sales process changed, going all digital. Many companies were thinking to go digital before covid-19 now want to accelerate to digital quickly because their customers are going digital as majority of their workforces are Gen z and millennials. For the organizations to successfully innovate even during the crisis situation, I’d like to share a few thoughts based on my learnings and unlearnings.First, be agile. Definitely, change is not easy, but we should be open to change, the old rule book may not work in the modern context, because more and more businesses are embracing digital technologies to offer products and services to their customers. We have to make the most of the change. And very quickly.Second, be adaptable. Get an outsider perspective on what is working and of course, also on what is not working, so you can find many opportunities to innovate, let your people come up with ideas, motivate them. You never know an idea that sounds stupid, maybe the one that solves one of your biggest problems. Once you know where you want to get to, plan your strategy around that. New Normal is perhaps the most used phrase among corporates during the Covid-19 pandemic, and the organizations are quickly figuring out ways to adapt to this new normal.Last communicate, give your people a purpose and communicate with them on how you are dealing with the crisis and be honest about it. Gen Z really likes honest conversations. Fitness centers started offering online classes, many hospitals adapted to telemedicine, students adapted to online classes with better collaboration, even some of the in-person art exhibitions happened online. I was a frequent visitor to one of the annual art exhibitions that happens in Bengaluru, and this year I was amazed to see that the team managed to hold an online exhibition, which we all loved.&nbsp;Also, in the last few months, many startups came up with brilliant innovations, ideas that could change the lives of millions and billions of people. I’m personally excited for some of the startups who are focused on sustainability based products because they are solving a unique problem with a cause. The moment businesses go digital, they have a lot of data unless they know what they want to do with it, and how, their business model may not sustain. Innovation helps you turn the chaos into catalyst. Companies that proactively manage Covid like crises will emerge stronger than those that assume an eventual return to business as usual. To help, we at Cognizant have created a series of offerings for companies that are ready to bounce back and leap forward. Virtual workplace, software engineering, data modernization, cloud acceleration, marketing operations, safe buildings are among the many offerings that we can offer. You can visit our website www.cognizant.com to learn more. I’d like to take this opportunity to thank&nbsp;&nbsp;T-Hub Foundation for providing me an opportunity to share my thoughts and perspectives on innovation in the times of crisis. I wish all of you the very best and keep innovating. Thank you. And I do hope this podcast is helpful for all of you.

Hi in this podcast by T-Hub, I will share some of my thoughts on Innovation in times of crisis. My name is Kumar Bivudh and

Hi in this podcast by T-Hub, I will share some of my thoughts on Innovation in times of crisis. My name is Kumar Bivudh and I’m leading the business model, innovation team and strategic projects at Apollo tyres.In my career, I have worked in both services and manufacturing sectors, and while I see innovation as a continuous journey for organizations, I strongly believe that innovation becomes extremely critical during a crisis.Now, this topic can be discussed via multiple perspectives and in fact, can justifiably take a lot of time.Instead, what I intend to do in the next couple of minutes is focus on three questions through which I hope I will trigger a series of thoughts in you and will also help you with a simple framework that I use to thrive via innovation during the current crisis and also coming out of it.Now, these three questions are quite standard, the why,what and how. So jumping on to the first question:<h4 style="margin-left:0px;">Why do we need innovation in a crisis?</h4>Now, crisis has two sides to it, there is a danger aspect and also there are a series of changes which happen and they last. In a recent Mckinsey survey, 90% of business managers suggested that the current pandemic crisis would lead to multiple changes and thereby opportunities. Now, this is interesting, in the past, companies that have innovated and captured these opportunities. Which have come in the form of changing trends, have done exceedingly better than their peers on all possible financial metrics. Now, is that the reason or is that the answer to the why? Well, this is more of an outcome. The core reason why innovation is necessary is quite simple, it is because your customer changes. Your customers’ behaviors changed drastically during a crisis. Look at the current crisis, for instance. All age groups are now hooked onto digital platforms, even the elderly. Whether or not they were active digitally earlier. And that trend is bound to disrupt all the industries in one way or the other. There’s so many examples for it, be it education, corporate meetings, shopping, channels, media consumption, the list goes on. And so, “What” is relevant to my first question on “Why” is simply customer. This in fact, is the first and foremost important pillar of the framework I propose.Now, coming to the second question post, the why – the “What”.<h4 style="margin-left:0px;">What organizations need to focus on to innovate in times of crisis?</h4>Look at the current pandemic crisis again, there are disruptions and therefore opportunities across the value chain. At customer level, business partner level, employee level, manufacturing level and overall supply chain. What is bringing such opportunities to reality? Or will bring such opportunities to reality. You guessed it right, digital capabilities. And while New Age capabilities in the form of digital data are important, what actually is needed is the business model focus. This business model perspective can only get the organization to move in the right way and renew the full value chain, which is essential for bringing solutions to these new customer problems in a sustainable manner. A very good example. Is the subscription offering being brought in by automotive companies. Many players in the car manufacturing space are introducing subscription or paper use offering, during the current crisis. Now, an effective and sustainable value offering of subscription would not just end at commercial level, but would require innovation in the channel, supply chain, working capital, adjacent capabilities and so on. All of this brought together, will not just bring a new offering in form of subscription to the market in a meaningful way, but also will help the organization sustain it over a period of time. And so the answer to my second question on “what” one needs to focus on is the business model.Now post the why and the what, the next logical question is “How”.<h4 style="margin-left:0px;">How do we innovate to convert these changes during crises into opportunities?</h4>Getting customer and business model right is half the battle and can definitely help you with a robust strategy or an approach, however post that, getting execution right is the most critical piece for that strategy. Execution can spring up massive risks as well. Think about it. Considering the time, cost, effort required, and especially with the dynamic and constrained environment in a crisis, one could falter at many points. Specially because innovation also requires new age capabilities and new operating models at times. In such a journey, what increases your probability of success is agility. That can take multiple shapes and to an extent, quick course correction is one of them. Now, what I’m going to offer you is one approach that will increase your ability to be flexible and agile at the same time. Again, let’s look at the current pandemic. In the initial days of lockdown, we saw some great examples of last mile delivery companies working together to ensure that customers were not missing out on essential services. And that collaborative approach is what I’m stressing on as an answer to my third question. Both startups and large organizations can collaborate within the ecosystem to minimize risks, increase speed to market and in fact&nbsp;help borrow capabilities that would otherwise take a long time to come out or take a long time to create. This ensures solving customer problems at the most critical times of need and not later. While collaboration with external stakeholders is something that is visible and we have seen in the current pandemic as well, I would also add another aspect of collaboration. In large companies where at times there are creations of silos of excellence in different functions, usually for the right reasons, in pursuit of efficiencies in scale. However, in a crisis, collaboration within the company through cross-functional teams can give a huge advantage both during and coming out of a crisis. In fact, if you think about it. We started with the customer, new problem statements coming from the customer end because of the change brought on by crisis, and then having a business model perspective for solving these new problems of the customer. For that business model perspective, one should intuitively require cross-functional collaboration within organizations and if you take it further to collaboration with external stakeholders, you get the combination right and so the answer of my third question on “How” is through collaboration. Now combining the answers to these three questions on Why, What and How brings me to the simple frame work I propose, of customer at the center, business model at collaboration. I also qualify CBC as an abbreviation, and in my opinion CBC could be leveraged to any organization irrespective of size sector and can enable them to innovate and capture changing trends as opportunities during the crisis.These are some of my thoughts on this very relevant topic and I am sure that there is lot not covered in this podcast. I would be keen to continue the conversation on the podcast you can connect with me on linked or via T-Hub’s platforms. Thank you T-Hub for arranging this podcast stay safe, stay healthy and hope you thrive and not just survive coming out of this crisis with innovation and CBC as an enabler.

The Coronavirus pandemic has placed extraordinary demands on the business community. Now, more than ever, it has become crucial for business leaders to assume a

The Coronavirus pandemic has placed extraordinary demands on the business community. Now, more than ever, it has become crucial for business leaders to assume a strong leadership role to navigate the unfamiliarity and uncertainty presented by COVID-19. We bring to you podcast series in which we interview leaders that are accelerating Corporate Innovation in times of crisis.Anant Saurabh, Global Head, Digital Transformation, Tata Technologies, shares his perspective on the need for innovation.I’m trying to make this podcast a little bit different, rather than talking about how to do and what to do and what exactly innovation means in the corporate world. Being in the innovation team, I would like to share my experiences of what we did last time and how things are happening.Something a little bit more about our company. At a broad level, Our vision is to engineer a better world, we have the world to drive, build and farm by enabling our clients to realize better products. This requires a lot of creativity and innovation. First in identifying their purpose, business problems and challenges, through a common and simplified business language. This is very, very important because this representation and this language that we say it’s, it’s missing today, and we do a lot of things in that how we can convert those in and quite simplified business language that everybody can understand all stakeholder can understand the technology team can understand. And then second in architecting, developing and implementing solutions for their future. I strongly believe that bringing innovation in day to day activities or rather to say in everything that we do to solve the business problem that has led and commitment brings better results and business value than classical approach or breakthrough innovation. My team used to say it as innovation on the go.Even I believe in the words of Sir Ken Robinson, who said creativity is as important as literacy. And we mean it.This approach of innovation on the go, becomes more relevant in the times of crisis like COVID, which is imposed on us, I would like to say my experience with innovation during crisis. And during the journey of surviving and thriving. The transformation we went through was a difficult and challenging time while it was just in with the new way of working.Also, I would like to talk about the changing scenario, which includes both internal and external factors due to COVID, from the perspective of our customers, especially from industries that we operate, automotive, aerospace and heavy, heavy industry. I think the current crisis has triggered the need to transform and establish every organization as a customer centric organization, so that we focus more and more on the experiences that we deliver, whether it’s through product, whether it’s services, whatever be to whatever customer. These are those customers who dare to dream, and we help them to take the first few months in the journey. It was the 6th March 2020. I was in France for a customer meeting and was starting an assignment which was quite challenging, which requires a new perspective to develop future business process model and digital solutions for designing and manufacturing products for future generations.At the outset, about time, I came to the airport to board my return flight. I think that something terribly wrong was going to happen. Based on the news about the virus, the spread, and the lockdown and all those things, even though it was not very clear for our country perspective. But something was happening somewhere. And this premonition became a reality because as I landed and reached home, I was gone hunting. I was terrified not because of isolation for the next 14 days, but thinking about how we are going to work with my team, which demands creativity and innovation at every step in day to day activities.Creating an innovative solution is an iterative, rigorous and unpredictable task, which needs a lot of brainstorming, augmenting discussion with teams, whiteboarding, and ideas scrapping together with the team. This also needs collaboration with a cross functional team and taking help from experts to global experts on the fly with close physical proximity with the people. The COVID crisis has revealed and further widened this flaw, challenging our way of working, which had brought remarkable result in the past.And few weeks down the line, we finally faced the difficult situation, the burden of living in New Normal was upon us, we realized that we have to change our way of working, while working from home with virtual collaboration is the only option to survive. We had to walk along with our customers with their changing problems and challenges due to the uncertain business environment. For my team, for us, the question or need of the hour was not to survive or think about our productivity, it was about being innovative during creative work and solving our customer’s business problem, which has started taking twisting turn during these tough times, when we we go through disruption, we realize the need to infuse flexibility to gaze the pulse of the time and provide a personalized and tailored solution.And whatever situation we are in now, being in the context of those situations, I would like to talk about key learnings and take away to spur innovation and creativity in the corporate environment. And I hope some of the things will definitely have to take it in your way in whatever you are doing.First point, I would like to categorize as keeping the human aspect at the core. And this is from both an internal and external perspective. And when I say internal, I mean, the team who work on solving business problems like us and external I mean, the end users or consumers of the product that our client develops and manufactures, we created a lot of virtual collaboration assets, like virtual ideation, board, surveys to capture quickly, quickly understand and the A create a baseline of for all team understanding and day to day enhancement in their knowledge and the work that we used to do, to take teams mode sentiments and understanding of purpose behind the work. The meeting assignments recognition and appreciation which is very, very different you can say in pre COVID data. So now we started doing it on a daily, weekly and monthly basis. And the focus was not awarding someone; it was how we can recognize how we can bring a precision in whatever we do. So that team can get themselves motivated every day. And they can keep the lights burning for being creative, being innovative. And then mind games to understand the strength and potential of team members.And very frequently 360 degree feedback within and across. All these to build excitement inspire people instill confidence in conviction, to think invest innovatively, even in remote environment.To create a more realistic picture of consumer demand and expectation from the product in the future, considering post COVID scenarios. New normal and changing behaviors develop creative frameworks to plot various scenarios and users’ journey map. This helped us in bringing more clarity and visibility of unknowns while crafting and architecting digital solutions for the future so that our customer can prepare and minimize risk while sailing through the classes. In summary, we were dealing with the danger of distance through innovation. And while we were realizing these difficulties, our impact in being customer’s mind and visualizing what we have brought in the journey really gave a lot of satisfaction and a lot of motivation to work day by day,&nbsp;so hard that somehow we can help our customers.Now, coming to the second point, I would like to call it – building the perspective window. And I think this is the time where we have to open our perspective and open our viewpoint and how we have taken this at the professional level and that I will try to summarize through one example. So as when we very quickly realized that COVID has revealed how sensitive the business model of any organization is to disruption and there is a need to infuse flexibility to gaze the appetite for change and impact on overall business. It is very critical that we establish connection between the business model of the organization the various business processes that run across business function, enterprise data model being data as the key, how the entire data model is architected across different application, the product portfolio, the new product launches, and whatever we have, going to transform the existing product. So, the product portfolio covers all those things and all relating with what value we are providing to the end users of the product. We never had such a business case or stakeholders expectation to do that. So, we created a framework by taking our understanding of the need of the hour to connect customer-centricity at every stage of product development and business function of the organization. For example, how to understand this can be relayed manufacturing processes, which connect the customers or how we can design the manufacturing process. So that they can get emotionally attached with the product even at that stage. For example, how much hardware or software we are aware about we can customize design and manufacture based on every customer’s needs. And we are trying to see how much deeper we can go in connecting customers at the various various touch points at the different stages of product development. And that means creation of use cases for every business function with respect to customer-centricity, and then characterize those transformation of business processes through innovation so that we know the priority, we know the impact and we know what value we are going to create for the end customer. And this leads to the third and last point that I want to make, which is about adopting technology sensibly. That means while being agile and taking smaller steps in implementing solutions, and embracing new and advanced technologies, we must keep an eye on future roadmap, purpose and value to the customer.During COVID lockdown period, we have developed a framework to innovate at a granular level and integrate to the larger goal as we progress as our customers get pushed to roll out immediate cost cutting and efficiency improvement measures. And that you can figure out what everyone was talking about.We felt that the bigger challenge was to ensure how it’s going to build organizations’ scalable digital future, if we are so granular in approach. To solve these problems while working with core manufacturing industry, we developed a methodology to design a digital world for the organization, which is our innovation during crisis to face challenges, which is evident in these distinct times like pandemic, the digital wall will help organization to not fall in the trap of technological race, not fall in the trap of always being focused on cost saving efficiency and productivity, the new normal and the world that is going to become after this crisis is something different. We have to focus more on customer experience, we are going to focus on the value that we are going to deliver to the customer. And while trying to fix cost and efficiency issues, we have to be more focused on larger goals for the long term in bringing customer-centricity experiences and value driven products for the future.Now it’s time to wrap up. I would like to summarize our contribution in innovation during crisis. We at Tata Technologies have shared and supported the remarkable journey of transformation and innovation of many of our customers both with and without the trying times which COVID has brought upon us. The narrative that I have summarized has crystallized from the learnings gathered through these experiences. With one of the leading aircraft manufacturers as an example, it is almost fortunate that I was able to witness the robustness, which a framework guided by this approach can bring to all the dimensions of transformation, from high level strategy to root level projects, initiatives and interweave all of them harmoniously. So much so, that even after the setback from COVID, in terms of both time and money, their digital transformation roadmap is still inching closer towards success, delivering business value, which is helping achieve the overall guiding vision. The question then, is not to call out and prove the importance of innovation in the organization, but how it can be ingrained deep within the organizational DNA and how to address the urgency of realizing this dream.We at T-Hub power corporate innovation through high impact partnerships. Know more, https://bit.ly/2QTnRSS.&nbsp;&nbsp;

Hello everyone, thanks for tuning in. I hope all of you are staying safe, in these unprecedented times. I am Nandagopal Prasad and I head

Hello everyone, thanks for tuning in. I hope all of you are staying safe, in these unprecedented times. I am Nandagopal Prasad and I head an organization called as Partner Innovation Lifecycle Services at SAP. SAP strongly believes in the power of co-innovating with partners for customer success, and our team enables that globally. I speak about what I see as the adaptations in our own company, and then move on to what are the opportunities in the post COVID era, and those I think, will transform at a pace like never before accelerated by the pandemic, and the experiences gained from it.From my perspective, the impact has been felt across all stakeholders, be it employees, customers, or partners. From an employee perspective, we were forerunners in ensuring safety and allowing people to work from anywhere. While we did that, we provided them all the tools and ensured there is no productivity loss. In fact, we saw in most cases improved productivity, perhaps due to the savings of travel time, technology allowed us not only to track, monitor and control footfall into our offices, but we also built many of the tracing apps for some of the countries. We also were empathetic towards the customers, supporting them in their businesses, through our enterprise applications, with increased importance on logistics and business networks.Companies already need to gear up for the post COVID era and one important factor will be tracking and distribution of vaccines. We already have standard and custom-built solutions for example, to ensure authenticity of medicines, using cutting edge technologies like blockchain. We heard a lot about specific temperature requirements and logistics. Our IOT based solutions will ensure that we are able to manage these and other requirements and logistics solutions will help streamline the distribution. And of course, our ERP solutions will help manage the rest be it manufacturing or warehouse management and so on. In my opinion, while there will be many changes across sectors, I want to speak about three of them, which will changeand evolve because of the experience gained and tools created during the pandemic.Workplaces – I doubt in future any of the companies will plan for one is to one workspaces. Given the flexibility and no negative impact in productivity, I see we will perhaps start planning three is to one five to one workspaces in offices. This would lead to impact on real estate both commercial and residential and also more and more people working from their hometowns. I hope and feel this will positively impact and reduce pressure on urban infrastructure, be it reduced pollution or reduced transportation requirements. Of course, IT innovation will remain the backbone providing the analytics and the necessary planning tools.The other two sectors where I see a lasting impact is healthcare and education. Let’s look at health care. While some diseases need physical examination, many don’t, and imagine a doctor in Bangalore treating a patient in Delhi. Even for those that need physical examination, repeat visits, perhaps we’ll all go online, which will enable efficient and good doctors scale across geographies far easily than before. Now this will need not only the current tools that we have in terms of booking appointments, but it will also give rise to a lot of tools, which can store patient history, patient records, so on and so forth.Many tools have evolved for online education and the same principle works if supported by regulatory guidelines. If we further develop and evolve these tools, imagine the ability to scale quality education with no physical boundaries. That’s all for me this time. I could go on and on, but want to close by saying many things will never be the same again. And there is a great opportunity for IT more than ever before, to try innovations across multiple sectors that make our customers successful, employees happy and leave a lasting positive impact on the society. Thank you. Have a great day. And again, do stay safe.&nbsp;We at T-Hub power corporate innovation through high impact partnerships. Know more, https://bit.ly/2QTnRSS.

Podcasts

Catch Our Podcasts