NEXT 100 Winners Book

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ongratulationsCvisit us at www.itnext.in

from

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NEXT100 | November 20102

Copyright © 9.9 Media 2010

NEXT100 TEAMConcept & Research: Vikas Gupta, R Giridhar, Shashwat DC, Jatinder Singh, Ankur Agarwal, Siddhant Raizada, Swati SharmaSponsorships: NC Singh, Sachin Mhashilkar, Raghavendra BN, Deepak SharmaArt & Design: Jayan Narayanan, Anil VK, Prashanth TR, Sameer KishorePhotography: Jiten Gandhi, Subhojit Pal, Nitish Sharma

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any other means without prior written permission of the publisher, nor otherwise circulated in any form of binding or cover other than in which it is published and without a simalr consition being imposed on the subsequent purchaser.

Company, product and service names mentioned in this book may be trademarks or service marks of others.

Published and printed by9.9 Media Private LtdA-262, Defence ColonyNew Delhi 110024, India


FOREWORD �� 6

ABOUT NEXT 100 �� 8

NEXT 100 JURY �� 12

FEATURE ARTICLESUnderstanding the changing role of an

enterprise CIO .............................................18

Leading in risky situations requires a

sound action plan .....................................32

How to influence and get buy-in from

your own people.........................................46

Getting full value for price requires

strategic thinking ......................................60

Superior strategies for managers

who hate negotiating ..............................74

Effective communication is the key to

better teamwork ......................................88

Use failure as an opportunity for

improvement .............................................116

Boosting productivity of knowledge

workers through empowerment ...... 130

Aliging technology usage to business

priorities is a major imperative .........144

INDEX �� 158

AFTERWORD ��160

CONTENTS

November 2010 | NEXT100 5


“Remote collaboration solutions will be a key contributor towards the growth of businesses in the com-ing times and the CIO’s of today will drive the change.” – Pankaj Gupta, Arkadin


Dear CIO,

We at Arkadin are proud to be associated with the Next 100 initiative by 9dot9. An event like

this will help identify and nurture talent that will lead & shape the future of Indian businesses in

the next 20 years.

We all are aware that CIO’s today have become an integral part of today’s corporate world

and this initiative by 9dot9 will act as a further catalyst in exposing these next generations of IT

professionals to the board rooms of tomorrow.

We at Arkadin believe that every business has to be socially conscious and ensure a balance

between our businesses and the environment.

Remote collaboration solutions will be a key contributor towards the growth of businesses in

the coming times and the CIO’s of today will drive the change. The next generation of solutions

will help organizations to become not only profitable but entities that will contribute to the envi-

ronment it operates in.

Once again, my best wishes to the team at 9dot9 and all the CIO’s who are making India the

preferred destination for business.

With Best Wishes

Pankaj GuptaCountry Manager & Managing Director

Arkadin India


36

and the highest

age is

53 the lowest

age is

27

Average age of ITNext

winner is

MADE IT TO THE WINNER’S LIST

OF THE

307 APPLICANTS, 313 WERE

WOMEN AND

IT MANAGERS TOOK LEADERSHIP TEST

450 a b c d

a b c d

a b c d

a b c d

FINISHED ALL FORMALITIES BY AUG 15 DEADLINE

307

IT MANAGERS REGISTERED ON NEXT100 SITE

1,650

Leaders are born not made, is a popular belief held not only in our brick and mortar world but also in the in domain of bits and bytes. But that was before, IT Next launched an exercise in June 2010, to find the Next 100 IT managers that were ready to make a cut to the big

league and to take on the mantle of CIOs, CTOs or even CEOs. These chosen ones will be the technology leaders of India Inc. in the days to come. Though the selection process to the top was rigorous, the enthusiasm was exceptional. The culmination of this 6-month

exercise happened at Ramoji Film City, Hyderabad, where these Next 100 debuted in front of the world. While, it would be unwise to claim that we managed to bring the entire story of emotions, brilliance and excitement in the pages to follow, the emphasis is on providing a

glimpse of how it feel to be special. Presenting the story of these extraordinary gents and ladies and how they made it to the exclusive club...


TO ENSURE THAT the Next 100 awards were completely fair and unbi-ased, it was decided at the very onset that the editorial team would play no role in the selection or elimination of the award-ees. The editors of the magazine, were not involved in the evaluation panel. Thus, in essence the Next 100 is a truly industry award given by veterans.

To kick-start the process, through mass-mailers and magazine adverts, IT managers were asked to register themselves and fill up a form on a special microsite that was created for the award. Over 1600 managers registered themselves.

The registration required 3 things, one was the self-nomination form that captured personal and professionals details about the applicant. Next was a special leadership test that IT Next licensed for the survey. This comprehensive test examined the leadership ability of the applicant. And finally, there was a case-study that was provided to the applicant, which was

to be solved. The 3 components carried different weightages, with primacy given to the details that were collected from the self nomination form and then the leadership test.

In the meantime, 40 top Indian CIOs were engaged in the whole process as advisors. They deliberated and decided on what steps need to be taken. Based on these deliberations, the ranking or the marking mechanism was decided upon, and a single docket for each applicant was created.

To make the exercise objective, each applicant was examined by 3 CIOs. Based on the scores awarded, all the IT managers were ranked and the top 100 were selected.

But the process did not end here, once the top 100 were selected there was a background or reference check done to ensure that the claims made by the applicant were true. Once, it was ascertained to be so, the final list was collated.

METHODOLOGYThe mammoth Next 100 exercise,

while publicly announced in June 2010, started much earlier. Back in February 2010, on receiving the enthusiastic response to the 1st issue of the magazine, that spoke about 7 steps to becoming the CIO, the edit team, put on their thinking caps, on how to take the IT managers to the next level, what would be the best approach, when and what should be the mechanism, and other such things.

Over the next few months, various ideas were examined and summarily debunked, some considered to be too early, while others too late. But through all this lengthy deliberations that was a consensus building up, that not only should IT Next aid the managers to move up the ladder, there also needs to be a mechanism, wherein the creme-de-la-creme of the managers were given a platform to preen in front of the world. This is how Next 100 came into being.

A select team of editorial advisors, marketing and branding gurus and techies was formulated to work out

the nitty-grittys. In the meantime the creative head was also involved to ensure that the output while being content rich was also slick and of high appeal. No corners were spared to ensure that the exercise reached out to as many managers as possible, and that it remained fair and just.

After a few agonizing weeks of blood, toil and sweat (quite literally), the award program were announced and managers were invited to apply the rest, as they say, is history.

Next 100 is not an event, is something that everyone at IT Next strongly believes in about. There is an intrinsic commitment to the community and especially to the winners. Hence, the Next 100 awardees will receive special mentorship and other benefits over the course of the year. Till the next set is discovered

THE GENESIS


Pe

The graph, based upon the results of CTPI test, measures the

of the Next100 awardees with other applicants.

While both groups exhibited high scores on achievent orientation, emotional stability and adapatability; they scored low on individualistic orientation. The two groups diverged on personality attributes like vigilance, self assurance, emotional stability, and foresight.

ABOUT THE TEST

Central Test rsonality

Inventory (CTPI)for Professionals, ASSESSES

20 WORK-RELATED PERSONALITY TRAITS THAT PLAY A CRUCIAL ROLE IN JOB PERFORMANCE and associates them with key behavioural skills.

PERSONALITYPROFILE

tive

usC

ontr

olli

ng

Live

ly

Diplomatic

Asser

Vigila nt

Consc ientio

Tolerant

Imaginative

Achievem

ent

Orientation

Self-ass

urance

Rul

e C

onsc

ious

Emot

iona

lly

Stab

le

Individuali sticOptimistic

Sensitive

Foresi ghted

Experimenting

Adaptive

Action O

rientation

0.00

5.00

10.00

OTHERSNEXT 100

Team

wor

k

Analysis and Problem Solving

Coping With Pressure

Decision Making

Organizing and Prioritizing

Dependability

Integrity and Work E

thics

Initi

ativ

e

Flexibility

Innovation

Customer Focus

Customer Focus

Visioning

0.00

50

100

Man

agin

g O

ther

s

Com

mun

icat

ion

Entreprenuial

Risk

Taking

BuisnessAccumen

Technological

Orientation

Continous Learning

—A survey by Grant

Thornton

A comparison of the workplace competencies of the Next100 awardees with other applicants indicates that both groups scored relatively low on factors like visioning, customer focus, integretity and dependability. The competencies on which the Next100 group exhibited a

taking, managing others, coping with pressure,

for results.

WORKCOMPETENCIES

OTHERSNEXT100


Jury

C Mohan,Chief Technology OfficerReliance Life Insurance

Company Limited

Daya Prakash,Head - ITLG Electronics India

Ajay K. Dhir,Chief Information Officer

JSL Limited

Arun Gupta,Group CTOShoppers’ Stop

Dhiren Savla,Director IT

Crisil

Dr.B. Muthukumaran,CTO and Chief ConsultantGemini Communication Ltd


Jury

Nandkishor Dhomne,CIO

Manipal Health Systems

Neena Pahuja,CIOMax HealthCare Group

Jagat Pal Singh,Chief Technology Officer

Cybage

Kinshuk Hora,Head of IT, India Sub Continent GlaxoSmith Kline Consumer Healthcare

Rajeev Jorapur,Head - IT

Mercedes-Benz India Private Limited

Rajesh Garg,Chief Information Security OfficerNucleus Software Exports Ltd


S.P. Arya,Vice President Corporate(IT),

Amtek

Sachin Jain,Head ITEvalueserve

Rajesh Munjal,Head IT

Carzonrent India

S C Mittal,Group CTOIFFCO

Sarabjit Anand,Head Information Technology

Standard Chartered Bank

Satish Das,CSOCognizant Technoligies

Jury


Shiva Shankar,VP & Head - IT Infrastructure

Reliance Tech Services

Sivaram Tadepalli,CIODelhi International Airport Limited

Shailesh Joshi,CIO

Godrej Properties Ltd

Shantanu Singh,Chief Technology OfficerVfirst

Srinivas Kishan Anapu,Vice President -

Enterprise Information SystemsMahindra Satyam

Subhasish Saha,Chief Technology OfficerApeejay Surrendra Group

Jury


U. C. Dubey,Executive Director ( IT )

Iffco-Tokio General Insurance Co Ltd

Vikram Dhanda,VP & Head, Foundation Infrastructure Reliance ADA

Suhas Mhaskar,GM, Corporate IT

Mahindra

Sumant Kelkar,CIOEssar Group

Vinay Mehta,CIO

Escorts Construction Equipment Limited

Vishnu Gupta,CIOThe Calcutta Medical Research Institute

Jury


Vikas Gadre,CIO

Tata Chemicals

Swaranjit S Soni,Former Executive Director (IS) India Oil Corporation

Zoeb Adenwala,CIO (Global)

Esselgroup

Umesh Jain,CIOYes Bank

Ratnakar Nemani,CIO

Himatsingka Seide Limited

Rajeev Seoni,Chief Information Officer Ernst & Young Pvt. Ltd.

Jury


UNDERSTANDINGTHE CHANGING ROLE OF AN ENTERPRISE CIO

THE ROLE OF CIO IS NOT LIMITED TO MANAGING INFORMATION RESOURCES. TECHNOLOGY IS NOW SEEN AS A TOOL FOR AUTOMATION, ENABLING EFFECTIVE DECISION MAKING. IT NOW PROVIDES AN ENTERPRISE WITH THE TOOLS TO COLLATE, HARNESS AND LEVERAGE KNOWLEDGE RATHER THAN JUST DATA. — BY V RAMKUMAR


UNDERSTANDINGTHE CHANGING ROLE OF AN ENTERPRISE CIO

THE CIO’S ROLE, which has evolved over the years, has been the subject of discussion and debate in the corporate corridors. The role and function of technology within the enterprise has changed, and, ac-cordingly, the scope of the job at the helm has also changed. Tradition-ally, technology was deployed for producing MIS. The IT function was considered as the custodian of the company’s information resources. MIS itself was seen as an output of financial reports and general ledger. Thus, the reporting of a CIO into the CFO was seen as a natural extension.

However, today, the role of CIO is not limited to managing informa-tion resources. Information is now much more freely available, and the tools to create and edit them so wide-spread that the custodian model has become outmoded. Technology is now seen as a tool for automation, primarily enabling effective decision making. It now provides an enter-prise with the tools to collate, har-ness and leverage knowledge rather than just data. The CIO is therefore a critical contributor to the develop-ment of the organisation’s strategy, a valued member of the “C” suite, a leader who is able to lead and sup-port major change in organisational processes, manage teams of high-performance technology staff, and is an astute judge of the potential of new technologies.

THE CIO-CFO DEBATEThe divide in the roles between the

CFO and the CIO is sharper now than before. CFOs typically have the task to look at business plans and the opera-tional goals of the organisation, and accordingly build budgets with capital allocation plans. The CFO is driven by metrics and measures investments by their returns; technology is seen as a cost centre and in the process the ele-ment of subjectivity has a likelihood of being lost.

On the contrary, CIOs are inundat-ed with information on trends related to the latest technology and contem-porary tools. Quite naturally, on many occasions, in the quest to latch on to the latest technology, the ‘return on the investment’ viewpoint does tend to take a backseat.

Both these, however, are quite nat-ural and logical from their respective standpoints. The key question, there-fore, is how to strike a balance, and, more importantly, what it that the bal-ance should ultimately result in.

NEED FOR A BALANCEAs roles and responsibilities con-

verge, the key to mastering this chal-lenge lies in achieving greater align-ment and transparency between IT innovation and business strategy. This balance should achieve the fol-lowing three results for an enterprise:lBalance between short and long

term objective of enterprise:

Short term technology invest-ments should not be held back in the quest for ROIs and payback periods. Similarly, it is important not to forget about return on in-vestment, payback and total cost of ownership ratios for long term technology investments. The aim is to enable CFOs to make faster and more informed decisions through improved visibility of metrics.

l Determining the ROI of technol-ogy investment: Finance manag-ers are now increasingly seeing business returns on all assets of the enterprise – be it tangible or intangible, while IT managers talk of moving technology from a cost centre to becoming a strategic as-set and value creator. The essence of the solution there-

fore is to come up with a useful ROI calculation that identifies all the sources of cost (hardware, software, training, downtime, etc.) as well as all of the sources of benefit (direct sav-ings, enhancements to productivity and improvements to quality – i.e., customer satisfaction). Fortunately, experienced CFOs do understand the challenge of getting a real ROI esti-mate. A good strategy is to engage the CFO and the finance function in com-ing up with the appropriate matrix. l Balance between the roles of CIO

and CFO: It is important to under-stand that the purpose of the ex-istence of these roles has different

origins. Each role depends on the other for effective execution of the responsibilities, even while one is not a subset of the other. It is true that in the current economic sce-nario where the focus is on cost cutting and improving efficiency, the role of a CFO has a much larg-er connotation – CFOs must take ownership of the financial health of the organisation. The CIO’s role, on the contrary, has a more techni-cal orientation; nonetheless, it too focuses around the same objectives – improving efficiencies and quality of decisions through effective auto-mation, quality of MIS and timeli-ness and accuracy of information. In many ways, therefore, even

while both of these roles are support functions, they reflect the two sides of the same coin. Both roles are compli-mentary, and both are in existence to support the larger objective of the en-terprise. More importantly, the ‘end-objective’ of both the endeavours – be it the technology investment itself or be it the measurement of its return – are in the larger interests of the enter-prise. Hence, the key to the success of a balanced model is in ‘active engage-ment’ of both the CFO and the CIO in both the decision making process and in the process of relevant measure-ments of their utilities.

V Ramkumar is Global Head- Business Technology Practice, Cedar Management Consulting.

Index.indd 159 8/12/2011 3:34:59 PM


DEEPAKAGGARWAL

Pg 22

AMITBAJAJPg 27

BALAJIALAPILLA

Pg 23

PAWANBAKSHI

Pg 28

SACHINARORAPg 24

PARESHBALDHA

Pg 29

NAGESHASWARTHA

Pg 25

ASHISHBANSAL

Pg 30

SUBHASHBAGCHI

Pg 26

SHRIPADBHARATI

Pg 31

Deepak AgarwalDeputy General ManagerIndian Oil Corporation Ltd

Birthday30 June

Highest QualificationMasters DegreeComputer ScienceInstitution of Electronics & Telecom Engineers

Total ExperienceMore than 20 years

Current Team Size21 to 35 people

Technology ExpertiseData center solutions, Business Continuity Solutions,Large SAP ERP project management, Large IT contract management, Technology Management,SAP HRM solutions, SAP Technology management, IIT monitoring and Network Management,Portals and websites, ITIL implementation, IT Administration


Balaji AlapillaProgram ManagerIBM India Pvt Ltd

Birthday9 January

Highest QualificationMasters Degree

Information TechnologyUniversity of Madras

Total Experience13 to 15 years


Technology Expertise Project Management Methodology (PMI) & Tools, IT Infrastructure Projects, IT Service Management (ITIL)


Sachin AroraHead DatacenterBharat Business Channel Ltd (Videocon D2h)

Birthday8 February

Highest QualificationMasters DegreeBusiness ManagementCSM-IGS, Canada



Technology ExpertiseIT frameworks, Datacenter Development, Program & Project management, Cloud Implementations, Hosting Solutions, Applications & Infrastructure Virtualization, Infrastructure Monitoring, ITIL & ISO project implementations. CRM, Billing & ERP

Implementations, Continuity Planning, Risk assessment & Mitigation


Nagesh AswarthaSenior ManagerSPML Infra Ltd

Birthday25 September

Highest QualificationBachelors DegreeEngineeringJawaharlal Nehru Technological University



Technology ExpertiseBusiness Intelligence Solutions, ERP and Manufacturing Solutions, HRM solutions, MIS Systems, Portals and Websites, Project Management tools


Subhash BagchiChief of Information Technology and Facility ManagementS S Steel

Birthday24 March

Highest QualificationMasters DegreeMathematics,Statistics & ORRanchi University


Current Team SizeMore than 100 people

Technology ExpertiseData Center and DR site implementation, IT Monitoring and Network Management tools, Knowledge Management Systems (KMS), MIS Systems, Project Management Tools. S/W Quality Audit and Processes


Amit BajajDeputy Manager ITLG Electronics India Pvt Ltd



Computer Applications Data System Research Foundation, Pune

Total Experience10 years


Technology ExpertiseIT Infrastructure Management, Server & Storage management, Business intelligence solutions, Collaboration solutions, Enterprise Content Management Systems, CRM solutions, Data warehouse and data marts, e-Commerce solutions, Email servers, ERP

and manufacturing solutions, Finance and accounting solutions, Industry-specific solutions, HRM solutions, IT monitoring and network management tools, Knowledge management systems, MIS systems, Portals and web sites, Project management tools, SCM solutions, Virtualization


Pawan BakshiManager ITInfrastructure & eBizAmway India Enterprises Pvt Ltd

Birthday13 June

Highest QualificationBachelors DegreeElectronicsInstitution of Engineers



Technology ExpertiseCollaboration solutions, e-Commerce solutions, ERP and manufacturing solutions, IT monitoring and network management tools, Portals and web sites, Virtualization solutions


Paresh BaldhaManager ITGujarat Pipavav Port Ltd

Birthday8 April

Highest QualificationPG DiplomaElectronicsMinistry of Defence, Jamnagar



Technology ExpertiseServers, Network, Virtualisation, SAN, NAS, Gateway Security, VPN, VLAN, Email, Backups, VOIP, WIMax, WiFi, GPS, RDT, RFID


Ashish BansalSr. Principal Consultant - ITSGenpact

Birthday3 January

Highest QualificationBachelors DegreeBusiness ManagementGuru Gobind Singh Indrapastha University, Delhi



Technology ExpertiseEmail servers, IT monitoring and network management tools, Knowledge management systems(KMS)Portals and web sites, Project management tools, SCM solutions, Virtualization solutions


Sripad BharatiGroup ManagerKale Logistics Solutions Private Limited

Birthday1 July

Highest QualificationBachelors DegreeMathematics & Computer ProgrammingMumbai University Total Experience10 to 13 years

Current Team Size36 to 50 people Technology ExpertiseBusiness Intelligence, Data warehouse and data marts, e-Commerce solutions, Industry solutions (Supply chain management-Logistics), Community system /portal

development (Logistics), Web sites, Project management tools



LEADINGIN RISKY SITUATIONSREQUIRESA SOUNDACTION PLAN

STUDIES EXPLAIN WHY SOME PEOPLE SEE CLIMBING MOUNTAINS AS SELF-ACTUALISATION EXPERIENCES WHILE OTHERS SEE IN IT NOTHING BUT FEAR OF HURT –BY DAVID LIM


SO THERE YOU are, standing on the edge of a precipice of ice. A gaping, bottomless slash extends from beneath the tip of your ice-crusted boots to the nearest flat block of ice, two metres, and too many heartbeats away. The little voices in your head start talking.

YOU WANT TO LIVE FOREVER?

After a moment of googling your brain to assess answers to the situation, you half crouch, and then spring forward, hands wrapped around the handles of your twin ice axes, like talons, ready to claw the opposite side. You land with a dull thud and a tinkle of spraying ice chips, as your axes strike home, securing your position. You look to your left, and the Tasman Sea, 3000 m below you shimmers and glows. Your rope partner issues a few expletives; repeats your move, and you take in the slack in the thread of a rope joining both of you. After a few devilish grins, both of you make off, ready for the next challenge.

We face choices daily, and whether we like it or not, all are governed by a number of preferences – fear of pain, or love of opportunities – and so on. We live with our own mental programming created by desire to reach goals, our fear of failure, and our level of hope for success in anything we do. While the adventure described above involved the first and only SE-Asian ascent of the complex Syme Ridge on Mount Tasman in 1996, whether we see any situation as an opportunity or an obstacle will

LEADINGIN RISKY SITUATIONSREQUIRESA SOUNDACTION PLAN

depend on the key factors described above.

Having spent two decades straddling both the corporate and extreme adventure worlds, I’ve had ample opportunity to study first-hand the concept of risk-taking. Risk-taking studies explain why some people will see climbing mountains as wonderful self-actualisation experiences, and emotionally powerful goals that drive them. Others see nothing but discomfort, fear of hurt and humiliation.

The skill of leading in high-risk environments is influenced by five key mental attributes and skills.

The first of the five key factors that make up your personal risk profile islMotivational Energy: this

determines the clarity of life goals, commitment to these goals, and often determined by how aligned these goals are with the person’s higher purpose. People with high motivational energy tend to be people motivated by goals and opportunities.

Action Plan: Skills that help “up” this energy are clear goals, aligned with your highest purpose, and internalised every day.

lResilience: Your ability to bounce back from setbacks and overcome obstacles. These could be a combination of know-how in skill-specific challenges.

Action Plan: How do we increase this factor? First, by tolerating smart failures, as well as toughening our minds through simulations; working up to the big goal.

lOptimism: While “hope” is more general, optimism suggest a more situation-specific application of the expectation of success. This expectation is based on factors such as time-frames, resources, and self-belief.

Action Plan: Asking “what’s the worse that could happen, and what is the likelihood of it happening?” is one of many “power questions” that can help sort out the muddle-headedness we experience when too fearful.

lPractical Criticism: The flip side of optimism is practical criticism. In short, it’s the voice you have that tends to hold you back for very good reasons.

Action Plan: When stimulating this skill, constantly ask the right people for views and opinions, however brutal, of your next “great idea”.

lThe Alpinist’s Pack: Having had to often carry my home, food, fuel, water and clothing for a week on my back, I have a very personal system of what goes into my pack. What goes into yours? What do you carry – your emotional, cultural and physical baggage – that helps or hinders you? The leadership challenge in many corporate

organisations is that leaders hang on to “baggage” that worked well for them in the past, but fail to flex to changing external factors, and fail to embrace new concepts, ideas and beliefs for the future.

Action Plan: Packing for your next step up the investment ladder? Look at what baggage you are carrying that needs to be changed or dumped to meet new success.

The good news about leading in risky environments is that your personal risk quotient can be changed, and can be measured by validated tools available in the marketplace.

The separate components of the leadership risk equation are also worthy in development themselves. In the hundreds of team development programmes we’ve conducted, no one has died of an overdose of clarity of goals, motivational energy or resilience; especially in groups working together. Sadly, in many cases, we have to begin with a sore deficit in many of these areas.

Understanding the five components of personal risk thresholds will help organisations immensely in making informed decisions and staying effective in the face of fast changing environments.

David Lim, is a mountaineer and moti-vational speaker who led the first Singapore Mount Everest expedition in 1998. He is the author of two books.

Index.indd 159 8/12/2011 3:34:59 PM

SUBHANKAR BHATTACHARYA

Pg 36

DEBASISH CHATTERJEE

Pg 41

VISHALBISHTPg 37

PRADEEPCHATTERJEE

Pg 42

ANAND BUDHOLIA

Pg 38

SHALINICHHATWANI

Pg 43

ASHISHCHAKRABORTY

Pg 39

JOSEDANIEL

Pg 44

MAHENDRA CHANDURKAR

Pg 40

CHANDRESHDEDHIA

Pg 45



Subhankar BhattacharyaProject ManagerSyntel Ltd


Highest QualificationBachelors DegreeEngineeringVJTI, Mumbai



Technology ExpertiseCollaboration solutions, ERP and manufacturing solutions, Industry-specific solutions, Knowledge management systems(KMS), Project management tools, SCM solutions


Vishal BishtMarksman Technologies Pvt Ltd

Birthday31 July

Highest QualificationBachelors DegreeEngineering

Aeronautical Society of India


Current Team SizeUp to 25 people

Technology Expertise Business intelligence solutions, Collaboration solutions, CRM solutions, e-Commerce solutions, ERP and manufacturing solutions, IT monitoring and network management tools, Portals and web sites, Virtualization solutions, Web Applications

and Solutions, e Learning Applications and Solutions, e Learning Products Development, Open Source Custom Applications and Solutions, Enterprise Architectures


Anand BudholiaAdditional Vice PresidentReliance Infrastructure Ltd

Birthday5 January

Highest Qualification M.E.Mathematics/Statistics/Software EngineeringAllahabad University / NIT - Allahabad Total ExperienceMore than 20 years


Technology ExpertiseBusiness intelligence solutions, Enterprise Content Management Systems, ERP and manufacturing solutions, MIS systems, Portals and web sites, SCM solutions


Ashish ChakrabortyLocation IS head.Mindtree Ltd

Birthday22 February

Highest QualificationBachelors DegreeComputer ScienceUniversity of Nagpur



Technology ExpertiseEmail servers, IT monitoring and network management tools, MIS systems, Virtualization solutions, Infrastructure management, Data Center management, Information security, Virtualization


Mahendra ChandurkarAM/ ITHeadPetroleum Conservation Research Association

Birthday10 October

Highest QualificationMasters DegreeBusiness ManagementSikkim Manipal University



Technology ExpertiseWeb site & portals, web server, IT security, IT monitoring & Networks, E-mail servers, Project Management, Database management, Server & Storage management, Enterprise connectivity and communications, SW Development & implementation, Green IT, IT infrastructure, Contract Management, Technology procurement, installation and deployment


Debasish ChatterjeeManager, Integration DevelopmentMcAfee Software India Pvt Ltd

Birthday24 December

Highest QualificationMasters DegreePhysical/Life SciencesIIT Kharagpur



Technology ExpertiseCRM solutions, IT monitoring and network management tools, Portals and web sites, Project management tools, Virtualization solutions


Pradeep ChatterjeeAssistant General ManagerTata Motors Ltd

Birthday14 January

Highest QualificationBachelors DegreeEngineeringBirla Institute of Technology, Mesra



Technology ExpertiseCollaboration solutions, CRM solutions, Email servers, ERP and manufacturing solutions, Industry-specific solutions, IT monitoring and network management tools, Knowledge

management systems (KMS), Portals and web sites


Shalini ChhatwaniProject ManagerProfessional Access Pvt. Ltd.

Birthday30 November

Highest QualificationBachelors DegreeComputer ScienceThadomal Shahani Engineering College, Mumbai



Technology ExpertiseEnterprise Content Management Systems, e-Commerce solutions, Industry-specific solutions, Project management tools, SCM solutions


Jose DanielHead OperationsSanblue Enterprises Pvt Ltd

Birthday1 July

Highest QualificationMasters Degree, Executive Business Management IIM Calcutta



Technology Expertisee-Commerce solutions, Email servers, Portals and web sites, Application development, Security & Storage solutions


Chandresh DedhiaSenior Manager ITFermenta Biotech Ltd

Birthday16 December

Highest QualificationBachelors DegreeCommerceMumbai University Total Experience10 to 13 years


Technology ExpertiseCollaboration Solutions, ERP & Manufacturing Solutions, HRM Solutions, Systems & Network Security Management, Virtualization solutions, Technology Architecture, IT Governance, Progr am & Project Management, Contract reviews & Cost negotiation,

Vendor Management, People Management, Technology Review


HOW TO INFLUENCE ANDGET BUY-IN FROM YOUR OWN PEOPLE

NOTHING EARNS THE RESPECT OF A TEAM AS MUCH AS WHEN A LEADER WALKS HIS TALK – BY DAVID LIM


LEADERSHIP IS ABOUT influ-ence, nothing more nothing less. Some leaders are in a position where they have the power to reward and punish their people. But ultimately, where we work in circumstances where we need the help of others who are not in our direct line of re-porting, knowing how to win people over is an underrated skill.

Former United States President Bill Clinton tells a story of when he entered the Oval Office as president, and thought that he would spend much of his time telling people to do this or that.

Unfortunately for him, he recounts how he was quickly sobered by the fact that much of this time was spent per-suading, cajoling and nudging various individuals and peer groups to move a few steps in the direction he wanted them to go. It was, and still is all about influence. So if the president of the US has a tough time, what about us in eve-ryday workplace circumstances? Here are some practical leadership actions:

WALK YOUR TALK Nothing earns the respect of a team as much as when a leader walks his talk. When Ernest Shackleton urged his crew to dump overboard all their un-necessary belongings to allow better passage through the deadly Antarctic icepack, he began by tossing over-board his solid-gold cigarette case—that made an impact.

HOW TO INFLUENCE ANDGET BUY-IN FROM YOUR OWN PEOPLE

When I surrendered my place on summit teams on two different ex-peditions, so that better-suited team members were placed to go to the top, I earned their trust that I would do what was for the best of the team or group, and that my personal ambi-tions were secondary.

The recent recession saw an in-teresting response from senior lead-ership across the globe.

Some CEOs agreed to work for a symbolic sum of $1 as a salary to turn around their ailing firms. Some well-paid government officers took a 10% pay cut. But when you are earning well over $1 million a year, rank and file become cynical if they too have to take an equivalent pay cut.

CHOOSE YOUR LANGUAGE CAREFULLY In influencing others, we describe things, people and our opinions us-ing language. This language paints a “movie” in the mind of the listener. If all people have are you words to go by, choosing how you communicate can powerfully influence people. The more you can go into your listener’s world, the better able you are to win them over.

Here’s a practical example: assume you are announcing a major change in certain IT systems to improve outcomes. Here are two examples of the message: “People, we are going to dramatically

change the way we do things here. In the next few months, you will see big shifts in the IT systems in three out of the five departments. This will lead to some significant changes in how we work and what we deliver. But I’m sure you’ll deal with these new things marvelously.”

And this: “Colleagues, in the few months we

will be making some improvements in three out of five departments, in information technology systems.

So some things will change. But some things will stay the same. Dur-ing this transition, we will be work-ing carefully in improving how we work together and what we deliver to our fellow colleagues, and I will be able to answer your questions as to the changes and resources needed. ”

For a conservative, risk-averse au-dience, which statement do you think hinders, rather than improves buy-in?

One uses dramatic, sweeping phrases, and assumes buy-in is a given. The other uses more inclusive language, and inserts re-assuring elements; not to mention being open to more communication.

NEGOTIATE BY LISTENING AND BUILDING RAPPORT A negotiation happens when two par-ties meet to discuss issues of mutual in-terest where at least one party seeks to benefit from the decisions made there. So where there is resistance to buy-in,

how do you increase your influence? Among the other skills mentioned above, you can do so by listening ac-tively to the constituents that are keys to effecting the change you seek.

This means to actively show you are listening through nodding of heads, and short asides and verbal noises that show you are listening though not nec-essarily agreeing to what is being said.

Then, seek to improve rapport by making the other party feel more comfortable that you have taken on board their feelings and thoughts—again without necessarily agreeing.

Once you have built up sufficient knowledge of the context and issues, and have gained some rapport, ad-dress your position, and invite the others to see how gaps between your position and theirs can be met.

It may be easier to first agree on what can be agreed upon in principle.

Winning an early agreement on easier issues helps tremendously in building momentum in negotiations.


Index.indd 159 8/12/2011 3:34:59 PM

SUNILDEORUKHKAR

Pg 50

RAMACHANDRAREDDY GADI

Pg 55

PRITAMDUTTAPg 51

PRITAMGAUTAM

Pg 56

RAVINDRA PRASAD ELICHERLA

Pg 52

RITIKGOELPg 57

VALERIOFERNANDES

Pg 53

VISHALANAND GUPTA

Pg 58

SEBASTIN RAJA GPg 54

RAJEEVGUPTAPg 59



Sunil DeorukhkarHead ITNihilent Technologies

Birthday21 December

Highest QualificationMBA - ITSikkim Manipal University



Technology ExpertiseStrategic IT Planning, Governance, Information Security, Disaster recovery and Business Continuity Planning, Procurement,Budgeting & IT Accounting, Datacenter Solutions, IT Infrastructure & IT Operations management, CRM solutions, Email servers, ERP and manufacturing solutions, IT monitoring and network management tools, Knowledge management systems(KMS), MIS systems, Project management tools, Virtualization solutions


Pritam DuttaDeputy Manager- Centre of ExcellenceMahindra & Mahindra Ltd

Birthday25 February

Highest QualificationMasters DegreeBusiness Administration - Marketing & HRMNNIT, Allahabad



Technology Expertise Technology Architecting, Technology Evaluation, Project Management Tools, Business Process Management (ARIS), Enterprise Mobility solutions, Enterprise Content Manage-

ment (MOSS 2010), Shop Floor Automation, Virtual Setups, Web Content Management (Interwo-ven), Digital Signage, Knowledge Management, Learning Manage-ment System, E commerce, Industry specific solutions


Ravindra Prasad ElicherlaProgram Delivery ManagerTesco Hindustan Service Center

Birthday25 June

Highest Qualification Masters DegreeEngineeringSri Venkateswara University, Tirupati Total Experience10 to 13 years


Technology ExpertiseBusiness Intelligence, Collabora-tion Solutions, Data warehouse, Knowledge Management Sys-tems, Legacy applications and systems, Project management, Program Management


Valerio FernandesHead InformationTechnology, IndiaContinental Automotive Components India Pvt Ltd

Birthday4 May

Highest QualificationMasters DegreeComputer ApplicationsThapar Institute of Engineering and Technology, Patiala



Technology ExpertiseData warehouse and data marts, Email servers, ERP and manufacturing solutions, Industry-specific solutions, HRM solutions, IT monitoring and network management tools, MIS systems, Virtualization solutions


Sebastin Raja GSenior ManagerReliance Infrastructure Ltd

Birthday20 May

Highest QualificationMasters DegreeComputer ApplicationsBharathidasan University, Trichy



Technology ExpertiseBusiness intelligence solutions, Enterprise Content Management Systems, e-Commerce solutions, IT monitoring and network management tools, Knowledge management systems (KMS), MIS systems, Portals and web sites, Project management tools


Ramachandra Reddy GadiFreelance Social Development Consultant Society for Poverty Alleviation and Community Empowerment (SPACE)

Birthday15 September Highest QualificationMasters DegreeBusiness ManagementOsmania University



Technology ExpertiseERP and manufacturing solutions, Finance and accounting solutions, Knowledge management systems (KMS), MIS systems, Project management tools, SCM solutions


Pritam GautamAdditional GM ICTDSC Ltd

Birthday13 March

Highest QualificationMasters DegreeComputer ScienceKarnataka State Open University



Technology ExpertiseCollaboration solutions, Email servers, ERP and manufacturing solutions, IT monitoring and network management tools, MIS systems, Portals and web sites, Project management tools,

Virtualization solutions


Ritik GoelSenior Lead ManagerSKS Microfinance Ltd

Birthday11 February

Highest QualificationMasters DegreeBusiness ManagementS.P. Jain Center of Management



Technology ExpertiseIT Strategy, Enterprise Applications, ERP andHRM Solutions, Collaboration Solutions, Data warehouse and MIS Systems, Banking Applications, Project Management Tools


Vishal Anand GuptaDeputy Manager SystemThe Calcutta Medical Research Institute

Birthday26 November

Highest QualificationMasters DegreeComputer ScienceManipal Academy of Higher Education & Sikkim Manipal University



Technology ExpertiseCollaboration solutions, CRM solutions, Industry-specific solutions, IT monitoring and network management tools, MIS systems, Virtualization solutions


Rajeev GuptaChief TechnologistAir One Aviation Pvt Ltd

Birthday14 November


Business ManagementNIMS Total ExperienceMore than 20 years


Technology ExpertiseBusiness intelligence solutions, CRM solutions, Email servers, ERP and manufacturing solutions, Industry-specific solutions, IT monitoring and network management tools, Knowledge management systems (KMS), MIS systems, Portals and web sites,

Project management tools, Virtualization solutions


GETTINGFULL VALUE FORPRICEREQUIRESSTRATEGICTHINKING

THE LOVE FOR BARGAINS CAN BLIND US TO PAYING THE RIGHT VALUE – BY DAVID LIM


MANY PEOPLE ARE only now, in my opinion, beginning to under-stand the difference between price and value. A common mindset I see is that many of us love a bargain so much that we fail to see that paying for value is often better in the long term. Worse, we constantly try to chip away at the price of something we al-ready know will fulfill our needs. We have beer money, but demand cham-pagne at the same price point. The result: we give up quality beer, to get bad sparkling wine instead. A costly, but timeless designer dress that you love wearing regularly is much bet-ter value than something you paid much less for, but maybe just wore once. You didn’t like the fabric or the way it hung on your frame. It remains in the darkest corners of your closet. The single most expensive piece of climbing equipment I ever bought was in 1997, a custom-built rucksack, that has since seen me through life-and-death struggles on 15 expedi-tions worldwide. And yet it has been the ‘best buy’ in my climbing career, outlasting and outperforming count-less other pretenders. When we buy services, we should be looking at the outcome we want, and then see what we can do to achieve the outcome. In corporate Asia, what happens often instead is that potential buyers come with a price in mind. They may focus on a workshop venue, meals, type of content and methodology, but are clueless about what they want as an outcome. They are focused on meals,

activities and topics instead of an out-comes that makes a difference in the workplace. They have an order-tak-ing, list-ticking mentality at best.

When they decide on a ‘cheaper’ provider, the result is that their entire investment is often wasted because it didn’t quite achieve their outcome. Instead, if they had paid more for a solution that worked, the worst re-sult would be that they had paid a bit more than they should have. But they received 100% of the result.

How can this mindset be calibrat-ed more effectively? Here are some points to takeaway when assessing the price vs value issue:

HOW IMPORTANT IS A SPECIFIC OUTCOME?The higher the importance, the more you should be looking at value rather than price. If two providers are offer-ing similar propositions, but one is somewhat more expensive, perhaps you will need to establish the reasons for this. These may include top-notch references, testimonials, sustainable quality, past history, relationship and trust aspects.

STAY FLEXIBLEThis includes having some leeway on fi-nancial budgets so you can obtain a far better value outcome by, at times, paying a bit more than you had planned.

ASK ASK ASKAsking questions about relative costs, labour, skill and uniqueness are all

essential in determining if the pre-mium you are paying is really worth it. A service, product or provider that relies too much on marketing and hype and far less on substance, is un-likely to do well in a less emotional environment such as B2B ventures and decisions. I am not saying emo-tion does not play a role. However, while we still like to do business with people we like, in a B2B environment, we tend to ask the tougher questions; less so in a B2C scenario where emo-tions play a bigger role.

BE REALISTICNothing was ever the cheapest and the best. And do not forget that the law of diminishing marginal returns applies. Getting 20% extra value from a whole array of everyday and corporate services often demands an additional investment of up to 100%. But if you are convinced about the im-pact and quality, then it may be worth paying extra. A classic example: cam-eras. For less than US$15, you can get a disposable camera to take party snapshots. But for something a bit better in terms of options, control and features, you would need to fork out around US$150.

EXAMPLES IN DAY-TO-DAY LIFEWhen you have a serious heart con-dition, do you ask people to find you the cheapest heart surgeon around? Every client of ours who said our fees were high apologised afterwards be-cause of the tremendous value their

staff obtained from the presentation. Again, price vs value is the issue here.

One of the founders of modern Singapore rock-climbing, Lawrence Lee, gave me a piece of advice which is worth remembering even today: “Buy the best you can possibly afford.” Halfway up a mountain is no place to find out the meaning of quality. Tell that to my friend who ‘saved’ US$100 by buying a cheap backpack to see it fall apart on an expedition.

The first Singapore Mt Everest expedition in 1998 which I led, cost over US $600,000. But the count-less people who have been inspired by our own small mark in Singapore history, and have gone out to achieve their own dreams is what makes our expedition ‘valuable.’ Value remains long after you have forgotten what you paid for something. The great in-vestor Warren Buffett described the price-value relationship best when he said “Price is what you pay, value is what you get.”


Index.indd 159 8/12/2011 3:34:59 PM

ADONIGURURAJA RAO

Pg 64

DIGVIJAYJADEJA

Pg 69

GIRISHHADKAR

Pg 65

HEMANTJHA

Pg 70

AROONHINGORANI

Pg 66

RAVISHJHALA

Pg 71

AYAZHYDER

Pg 67

BYJUJOSEPH

Pg 72

VAMSIKRISHNA ITHAMRAJU

Pg 68

VINAYJOSHI

Pg 73



Adoni Gururaja RaoGeneral ManagerKPIT Cummins Ltd

Birthday2 December

Highest QualificationBachelors DegreeEngineeringVasavi College of Engineering, Osmania University



Technology ExpertiseBusiness intelligence solutions, CRM solutions, Data warehouse and datamart Management, ERP and manufacturing solutions, Project management tools, IT Hardware Solutions, Storage, Security Solutions


Girish HadkarManager Corporate ITMahindra & Mahindra Ltd

Birthday2 March


Business ManagementChetana’s R. K. Institute of Management & Research, Mumbai



Technology Expertise Business intelligence solutions, Collaboration solutions, Enterprise Content Management Systems, Industry-specific solutions, Knowledge management systems (KMS), Portals and web sites


Aroon HingoraniAssociate Vice President - Information TechnologyReliance Capital Asset Management Ltd

Birthday6 June

Highest Qualification Others CommerceInstitute of Chartered Accountants (Intermediate) Total Experience13 to 15 years


Technology ExpertiseBusiness intelligence solutions, Enterprise CMSCRM solutions, e-Commerce solutions, Industry-specific solutions, IT monitoring and network management tools, Knowledge management systems(KMS), MIS systems, Portals and web sites, Project management

tools, Virtualization solutions


Ayaz HyderSenior Delivery ManagerOnMobile Global Ltd

Birthday13 November

Highest QualificationMasters DegreeBusiness ManagementIndian Institute of Commerce and Trade



Technology ExpertiseEnterprise Content Management Systems, Knowledge management systems (KMS), MIS systems, Portals and web sites, Project management tools


Vamsikrishna IthamrajuSenior Lead Manager ITSKS Microfinance Ltd

Birthday27 May

Highest QualificationMasters DegreeBusiness ManagementS.P. Jain Institute of Management



Technology ExpertiseTechnology Infrastructure Services, IT Strategy and Project Management


Digvijay JadejaSenior Consultant/LeadEssar Information Technology Limited

Birthday15 July

Highest QualificationMasters DegreeBusiness ManagementSikkim Manipal University



Technology ExpertiseBusiness intelligence solutions, Enterprise Content Management Systems, CRM solutions, ERP and manufacturing solutions, Finance and accounting solutions, HRM solutions,

Knowledge management systems (KMS), Project management tools


Hemant JhaSenior Manager ITAircel Ltd.

Birthday26 March

Highest QualificationPhD

Computer ScienceBelford University



Technology ExpertiseBusiness intelligence solutions, CRM solutions, ERP and manufacturing solutions, HRM solutions, Knowledge management systems (KMS), MIS systems, Portals and web sites, Project management tools


Ravish JhalaSystems ManagerEIH Ltd. -Trident, Bandra Kurla, Mumbai

Birthday14 March

Highest QualificationElectronicsFather Agnel Polytechnic College, Mumbai



Technology ExpertiseBusiness intelligence solutions, Collaboration solutions, Data warehouse and data marts, Email servers, ERP and manufacturing solutions, Industry-specific solutions, IT monitoring and network management tools, Knowledge management systems (KMS), Portals and web sites, Project management tools, Virtualization solutions, Hospitality Solution, Retail Solutions, Air Catering Solutions, Business automation


Byju JosephVice President-IT Future Generali India Life Insurance Co. Ltd

Birthday30 May

Highest QualificationBachelors DegreeComputer ApplicationsM G University


Current Team Size50 people

Technology ExpertiseBusiness Process Management Solutions, Collaboration Solutions, Enterprise Content Management Systems, ERP for retail and manufacturing solutions, Industry-specific solutions, MIS systems, Project management tools


Vinay JoshiDeputy Manager - BPM, Corporate ITMahindra & Mahindra Ltd

Birthday5 March

Highest QualificationMasters DegreeBusiness ManagementIndira Institute Of Management, Pune



Technology ExpertiseARIS-BPM, Project Management, IT infrastructure ,Business analysis for technology evaluation, SAP-MDM


SUPERIORSTRATEGIES FOR MANAGERS WHO HATE NEGOTIATING

NEVER FORGET THAT HUMOUR WILL ALLOW YOU TO BE MORE COMFORTABLE IN DEALING WITH POTENTIAL PARTNERS BY DAVID LIM


FOUR PRINCIPLES AFFECT negotiation outcomes. They are: dealing with people as though the relationship will last a lifetime; following the other side’s negotiation style and interests; recognising feelings as facts and knowing your default or preferred negotiation style; and lastly, understanding what kind of negotiation power is owned by either side.

However, a common refrain from people I meet is: “I couldn’t possibly say that!” Or “I just hate bargaining!”

So here are some tips on how you should approach your next negotia-tion if you always get anxious.

GENDER BENDERIf you are a woman, be careful of

how overt sexism is being replaced by implicit sexism. In a study by re-searchers from Carnegie Mellon and Harvard universities, women who were assertive in job benefit negotia-tions were penalised up to three times more than men. This is complemented by Bowles and Ruddick’s study that women are similarly penalised more than men for self-promotion. Under-stand how adjusting your style, if it is “assertive” to calibrate possible uncon-scious prejudices, may work in your favour. Dial down the table-thumping attitude if you are a woman.

In societies such as China and In-dia, there are already biases against women which count against them

SUPERIORSTRATEGIES FOR MANAGERS WHO HATE NEGOTIATING

in business. However, a recognised peer who is a foreigner evokes fewer prejudices in these countries. So In-dian and Chinese women may need to consider the “assertiveness” they use while negotiating.

MAKING THE FIRST OFFER This aspect of negotiation

gives many people sweaty palms and anxiety. Galinsky’s research from the Northwestern University has revealed something many of us in the field already know. Introducing the first offer anchors the conversation and pricing for the remainder of the conversation. People who start at a higher point often end up with a price closer to that point. Conversely, if you start discussing a lower price point, the final number will also be closer to that number. This position is supported by a study by researchers from Houston and Michigan universities where they measured the anxiety level and business outcomes of MBA students engaged in a one-item price negotiation. If the business outcome is the main focus, then train yourself to make the first offer. If factors such as business relationship are vitally important, consider inviting the other party to make an offer.

HUMOUR MEA key component in making negotia-

tion seem less intimidating is estab-lishing good ties with the other party. This can be done in a variety of ways. Associate professor Tommy Koh, a key player in the Law of the Sea and Malaysia-Singapore water talks, did this once: faced with possible tough negotiations, he and his team still brought the opposing team on a pleasant, historical tour of Singapore. This helped break the ice and estab-lish mutual respect which ultimately helped in the talks.

A Finnish study looked at a set of internal and external negotiations. The findings of the study suggest that the use of humour, especially “insider” jokes, tone of voice and strong rapport-building attitudes, helped in the negotiations. However, some people are reluctant to “use humour” while dealing with external companies owing to a perception that they have to remain “serious” while dealing with external parties.

You must understand that humour will allow you to be more comfortable in the negotiation process.

CULTURE CRUNCH Be aware of the other party’s

culture of education. The more you know what to calibrate, the less anx-iety you will have in negotiating with the other side. For example, a Chinese national whose traditional culture suggests they will be more relation-ship focused, deferential to authority

and be more open to lateness may be impacted by where they are educat-ed. Many Singaporeans who are edu-cated in the US or the UK may return with a very linear, sequential, em-pirical based attitude towards many things, and may prefer punctuality versus “standard Asian time” and so on. Deference may be overshadowed by more Western-biased assertive-ness and impatience with results. People from India and many other parts of Asia are “polychromic”—they do not discuss things in a linear fashion, they have flexible time considerations and are more open to ambiguity. Americans and Europeans work in a “monochronic” fashion where time management, certainty of issues and so on are key. Constant revisiting points previous-ly thought to be settled can drive an American nuts. So be aware when you are settling on issues with people of a different culture orientation.

So do prepare the ground and know who you are dealing with so that you will feel more confident and poised to negotiate more effectively.


Index.indd 159 8/12/2011 3:34:59 PM

RAVI KUMAR KAKUTURU

Pg 78

JITENDERKHANDUJA

Pg 83

RAHULKATHARE

Pg 79

OMESHKHANNA

Pg 84

SARITHAKAZAPg 80

SANJAYKHARBPg 85

CHITRANJANKESARIPg 81

DHIRAJKHURANA

Pg 86

RAMESHKESAVAN

Pg 82

CHANDRASEKARAN KRISHNAN

Pg 87



Ravi Kumar KakuturuProject ManagerKMG Infotech Ltd

Birthday21 July

Highest QualificationMasters DegreeComputer ApplicationsSVU College of Engineering, Tirupati



Technology ExpertiseIndustry-specific solutions, MIS systems


Rahul KathareManager ITMahindra & Mahindra Ltd

Birthday28 November

Highest QualificationBachelors Degree

EngineeringFr. Conceicao Rodrigues College of Engineering, Mumbai



Technology Expertise Email servers, IT monitoring and network management tools, Knowledge management systems (KMS), MIS systems, Virtualization solutions, Datacentre Magement and Security Management


Saritha KazaManager – ITVijai Electricals Ltd

Birthday19 April

Highest Qualification Masters Degree

Business ManagementIGNOU) Total Experience13 to 15 years


Technology ExpertiseEmail servers, ERP and manufacturing solutions, IT monitoring and network management tools, MIS systems, Portals and web sites


Chitranjan KesariHead ITAdvanced Enzyme Technologies Ltd

Birthday25 January

Highest QualificationPG DiplomaComputer ApplicationsBirla Institute of Technology, Mesra



Technology ExpertiseBusiness intelligence solutions, CRM solutions, Email servers, ERP and manufacturing solutions, Industry-specific solutions, HRM solutions, IT monitoring and network management tools, MIS systems, Portals and web sites, Project management tools, Virtualization solutions


Ramesh KesavanSenior ManagerLear Corporation

Birthday18 December

Highest QualificationMaster DegreeComputer ApplicationsA.A. Government College



Technology ExpertiseEmail servers, ERP and manufacturing solutions, Finance and accounting solutions, Industry-specific solutions, MIS systems, Portals and web sites, SCM solutions


Jitender KhandujaAGM-ITJSL Stainless Ltd

Birthday12 December

Highest QualificationPG DiplomaBusiness ManagementManagement Development Institute, Gurgaon



Technology ExpertiseDatacenter Management, ERP and manufacturing solutions, IT monitoring and network management tools, Virtualization solutions


Omesh KhannaIT ManagerVerint Systems India Pvt Ltd

Birthday13 May


Finance & ControlPunjab University



Technology ExpertiseBusiness intelligence solutions, e-Commerce solutions, Email servers, ERP and manufacturing solutions, Finance and accounting solutions, Industry-specific solutions, IT monitoring and network management tools, MIS systems, Portals and web sites, IT Budgeting and

System Administration, Hospital Information System, Project Implementation and Cost Saving


Sanjay KharbAssistant Vice PresidentMakemytrip India Pvt Ltd

Birthday2 January

Highest QualificationMasters DegreeComputer ApplicationsDOEACC



Technology ExpertiseBusiness intelligence solutions, Enterprise CMSData warehouse and data marts, e-Commerce solutions, Email servers, Industry-specific solutions, IT monitoring and network management tools, MIS systems, Portals and web sites, SCM solutions, Virtualization solutions


Dhiraj KhuranaDelivery ManagerIBM India Pvt Ltd

Birthday21 August

Highest QualificationBachelors DegreeEngineeringKurukshetra University



Technology ExpertiseBusiness intelligence solutions, Enterprise Content Management Systems, e-Commerce solutions, Industry-specific solutions, Knowledge management systems (KMS), Portals and web sites, Project management tools


Chandrasekaran KrishnanSenior Program ManagerKeane Inc

Birthday12 January

Highest QualificationEPSM, IIMC & Bachelors degreeEngineeringShanmugha College of Engineering



Technology ExpertisePortals and Websites, Enterprise Applications and Solutions, Presales and Marketing, Project management tools


EFFECTIVECOMMUNICATIONIS THE KEY TO BETTERTEAMWORK

GOOD LEADERSHIP IS BASED ON CLEAR ARTICULATION OF INTENTIONS AND ENSURING ENGAGEMENT –BY DAVID LIM


EFFECTIVECOMMUNICATIONIS THE KEY TO BETTERTEAMWORK

THE OBVIOUS IS not always obvious if you see the world through your own filters and biases. Let me give you an example from the ice climes of Ladakh, which is on the top left-hand side of India. Some of the highest peaks in the Indian side of the Himalayas are locat-ed there, and it’s popular with moun-taineers.

In 1995 I led a large team of Singa-porean mountaineers to climb Kun, a 7000-metre peak which is part of the twins, Nun-Kun. This was the largest team I had ever led in the mountains, and was the first of the many smaller and larger peaks on our programme to train for an eventual expedition to Mount Everest—the 1st Singapore Mt Everest Expedition in 1998.

I set off with much enthusiasm and planned the climb down to the smallest detail, thinking that a group motivated to climb and to train for Everest would find ways to make the whole trip a suc-cess. However, what seemed obvious to me was not necessarily obvious to the team which comprised a mix of individuals. There were overlapping cliques, stronger and weaker links of friendship and collegiality.

Things started to go pear-shaped when we encountered bad weather near the Kun. The horsemen trans-porting our heavy equipment went on strike and we had to settle with at-tempting the sister peak Nun. Nine months of planning was substituted with a rough sketch on a piece of paper.

of climbing anything on the trip. Four of us reached the top on that expedition within an expedition, and we returned to Singapore with this modest success. Three years later one of our Nun-Kun team members climbed Mount Everest in our landmark 1998 expedition.

So what can you learn from this ex-perience in guiding teams to effective communication? l Identify areas of common interest

and ensure that everyone agrees on working towards the same goal and sharing the burden. I failed as a leader. I was not specific enough about how we were supposed to climb the peak. On Kun, more problems were created when some were happy to let others take up the slack they left behind, and weren’t put straight until afterwards. Ad-dress bad behaviour as quickly as possible.

l As a leader, have clarity of purpose and communicate this to the team. On Kun, I had let my “mountain-eer” mode kick in, and failed to dis-cuss in detail with my team as to my intentions to climb solo, or engage them sufficiently to follow me that fateful day.

l Manage expectations by outlin-ing what you expect of each team members and invite the same. Many members of the team had not climbed with each other and had different expectations. Some had only climbed in the relative “pam-

We agreed that owing to the tougher conditions, not all the team members would be given a crack at the summit. We then supported a smaller group of what we considered stronger climbers of our team to help them reach the top. Straightaway, cracks began to form in the team. Some climbers carried half loads, selfishly saving their strength, and some failed to support a secondary climbing objective I had selected.

I forged ahead thinking the rest would follow, but they did not, making up some excuse after another. So the following day I solo-climbed a small peak which was challenging. Climbing the peak was so absorbing and I failed to realise the risk I was taking. The Nun summit team spotted me on their long trudge back, having been beaten by dangerous conditions, stunned that some “idiot” they could see at a dis-tance was pulling off a solo climb.

We failed in that expedition and returned to a thorough debrief. We returned to Leh rather demoralised. With just four days left, we identified Stok Kangri, a shapely 6000-metre-high peak that could be climbed in lightweight fashion, from Leh, but only if we all performed like the team we thought we were. In that climb, mem-bers who had previously been selfish began to do things such as fetching water from the river for the rest of the team members. It was amazing how the team transformed, realising that that opportunity would be our final chance

pered” comfort of expeditions sup-ported by several climbing Sherpas or local Nepalese guide.

l Focus on specific observable behav-iours. Do not focus on promises, intentions and cheap talk.While fix-ing dysfunctionalities, focus on be-haviours, not personalities. When we debriefed the failed Nun-Kun attempt we made efforts to focus on good work, as well as poor behav-iour.

l Invite ideas and views by using open-ended questions. Ask close-ended questions that elicit “yes/no” answers when clarifying or winning support and making a decision.

l Allow people to agree to disagree so long as it does not paralyse action or endanger the team goals.Ultimately, your role as a leader is

not to have all the answers all the time, but to effectively engage, frequently ask your team for ideas and inputs.

After absorbing all these, you are better placed to reach a decision, based on the style best suited for the team in question, and move towards action.


Index.indd 159 8/12/2011 3:34:59 PM

RAHULKUMARPg 92

AKSHAYLAMBAPg 97

ARUNKUMARPg 93

SRIDHAR MARUPADIGE

Pg 98

KAUSHIKKUMARPg 94

GAURAVMARWAHA

Pg 99

PRAVAKARKUMARPg 95

AANCHALMISHRAPg 100

TIRTHADEEPKUNDUPg 96

MUKESHMISHRAPg 101



Rahul KumarHEAD MES& SHOP FLOOR IT SOLUTIONSEssar Steel Ltd

Birthday24 August

Highest QualificationBachelors DegreeEngineeringSVNIT



Technology ExpertiseIndustry-specific solutions, SCM solutions


Arun KumarSenior Manager ITGlobalLogic India Pvt Ltd

Birthday13 January


EngineeringInstitution of Engineers



Technology Expertise IT Operations, IT Integration, Project Management, CRM and ERP Solutions, Collaboration Solutions, IT monitoring and Network Management tools, Cloud Computing, Desktop Virtualization


Kaushik KumarProject ManagerOrange Business Services (France Telecom)

Birthday1 July

Highest Qualification Masters DegreeBusiness ManagementLal Bahadur Shastri Institute of Management Total Experience10 to 13 years


Technology ExpertiseCRM solutions, Project management tools, Process Reengineering, Service Delivery Management, SLA Management, Transition Management, Service Desk Management


Pravakar KumarManager - ITVarun Beverages Ltd

Birthday2 January

Highest QualificationBachelors DegreeComputer ApplicationsIGNOU



Technology ExpertiseSAP, Project Management, ERP Implementation & Rollout, Manufacturing & SCM Solution, Asset Management, IT Operation, IT Monitoring & Network Management, ITIL


Tirthadeep KunduSenior Program Manager SAPPracticeITC Infotech India Ltd

Birthday7 October

Highest QualificationMasters DegreeBusiness ManagementUniversity of Cambridge



Technology ExpertiseEnterprise Content Management Systems, ERP and manufacturing solutions, Finance and accounting solutions, Industry-specific solutions, HRM solutions, Knowledge management systems (KMS), MIS systems, Project management tools


Akshay LambaChief Architect & Director IT Strategy, Planning & AlliancesSistema Shyam TeleServices Ltd

Birthday14 July Highest QualificationPG Diploma

Business ManagementManagement Development Institute, Gurgaon



Technology ExpertiseBusiness intelligence solutions, Collaboration solutions, CRM solutions, Data warehouse and data marts, e-Commerce solutions, Email servers, ERP and manufacturing solutions, Industry-specific solutions, IT monitoring and network management tools, MIS

systems, Portals and web sites, Project management tools, SCM solutions, Virtualization solutions, Telecommunciations technology stack including business facing and internal facing applications, integrations, customer facing value added services, IT infrastructure and information security


Sridhar MarupadigeIT Test ManagerNovartis Healthcare Pvt Ltd

Birthday14 July

Highest QualificationMasters DegreeBusiness ManagementMadurai Kamaraj University



Technology Expertisee-Commerce solutions, Project management tools


Gaurav MarwahaTechnical ArchitectGlobalLogic

Birthday21 November

Highest QualificationMasters DegreeComputer ScienceMaharshi Dayanand University, Haryana



Technology ExpertiseBusiness intelligence solutions, Collaboration solutions, Portals and web sites, Project management tools, Virtualization solutions, Enterprise & Consumer Applications, Product Management


Aanchal MishraProgram ManagerHewlett Packard India Ltd

Birthday21 August

Highest QualificationPG DiplomaBusiness ManagementIMT, Ghaziabad



Technology ExpertiseNetwork Services and Data Centers, Call center Infrastruc-ture, SAPCRM with Services, Remote Infrastructure Manage-ment, Remedy, HP Open view, WFM, Master Data Manage-ment, Knowledge Management Solutions, Project Management Methodologies and Tools


Mukesh MishraAssistant General Manager ITCentral Electricity Supply Utility of Orissa

Birthday2 October

Highest QualificationMasters DegreeBusiness Administration & Computer ApplicationsUtkal University



Technology ExpertiseCRM solutions, Data warehouse and data marts, e-Commerce solutions, Email servers, Industry-specific solutions, MIS systems, Portals and web sites


BETTERPREPARATIONCAN MAKENEGOTIATIONSSMOOTHERAND PRODUCTIVE

GOOD NEGOTIATORS ALWAYS ALLOW PEOPLE ACROSS THE TABLE TO SAVE THEIR FACE – BY DAVID LIM


ONE OF THE quickest, and the best, ways to increase your negotiating ability is to eliminate some common errors that even the most experienced guys make. An examination and constant review of the common errors listed here will help you get rid of these mistakes from your negotiating style and help you become a more effective negotiator in Asia.

LACK OF UNDERSTANDING OF YOUR STRENGTHSStudies have indicated that most nego-tiators tend to underestimate their own power in a negotiation, mainly due to the complexity of negotiations. Certainly, you are aware of the limits to your power in a given “negotiation situation”, but you are also often unaware of the lim-its to the power of the other party. This means, there is a consistent tendency to underestimate your own power in a ne-gotiation. In that sense, if you come from a non-Asian culture which insists on things being said all the time, you may miss calibrating the other side’s nuanc-es. A Japanese executive may say “this will be a bit difficult” when he actually means “this is not going to happen at all”. Sometimes, silence after a preliminary position is taken as a wise move as both parties sit back momentarily to absorb information. Sometimes, if the suspense is too great, the first party that proffers a concession, a sweetener, will be the one losing money at the end of the meeting.

JUMPING TO A CONCLUSIONOne of the most common errors made in negotiations is making assumptions rather than checking facts. A good ex-ample is of assuming what the other party’s desires are, rather than skillful-

BETTERPREPARATIONCAN MAKENEGOTIATIONSSMOOTHERAND PRODUCTIVE

ly probing with questions to determine precisely what they want. Rather than assuming, the skilled negotiator be-comes more effective by asking probing questions which can sometimes deter-mine the real needs of the other party.

In team negotiations, awareness of the more talkative members of the other party may allow you to engage them such that they may inadvertently reveal more than they had anticipated. For example, they admit that they are running short of time as an event for which the vendor was being assessed has been brought forward. If you are a vendor, and have already engaged them for some time, the other party may feel too invested to start the process all over again. This knowledge, if extracted, can be immensely useful. The skilled nego-tiator avoids jumping to a conclusion.

FOCUSING ON POSITION, NOT INTERESTOne of the most significant findings to come out of the Harvard Negotiation Project was the understanding that a very common error in negotiation was to focus on the other person’s position without looking behind that position to the real needs and inter-ests of the other party. The much-quoted example is of two daughters arguing over the last orange in the house. A wise father handed one of the daughters a knife and asked her to slice the orange into half, indicating that the other daughter would then select the other half of the orange. Egyptian leader Anwar Sadat’s his-toric break from the positional way of looking at issues led to the landmark Israel-Egypt peace deal, which led

to nearly 30 years of peace between the two countries.

A brilliant solution? Not really. Because, you see, each of the daughters got only one-half of what they could have had, had they taken the time to look at the interest behind the position. One of the daughters wanted the orange for juice; the other needed the peels for baking. Now, you might suggest that this is very simple example and that some of our most experienced business peo-ple would not make that mistake in the business-negotiating environment. How-ever, in numerous business simulations, participants get caught up in positional arguments, and then may feel they have to continue behaving in a way consistent to that position.

ENTERING A NEGOTIATION WITHOUT A BATNAIn the book, Getting to Yes, Roger Fisher and William Ury point out the extreme importance of determining a BATNA (Best Alternative to Negoti-ated Agreement) before entering any negotiation. The only reason to ne-gotiate in the first place is to arrive at a conclusion that is better than that which would be achieved without the negotiation. If we take the time to ana-lyse our BATNA, we will then know clearly what our “best alternative” is. In the case of a business dispute, your BATNA might be a lawsuit and sub-sequent trial. In the case of negotiat-ing the cost of a financial consulting project, your BATNA might be using another consultant.

Keep in mind an important caution here—don’t fall into the trap of cumula-tively looking at all options and seeing

the many different benefits inherent in all of them.

You will not have the option of all of them and, therefore, it is neces-sary to weigh your current negotia-tion situation with the best alternative to a negotiated agreement. One of the major advantages of having a BATNA in every negotiation is that it helps you determine your negotiating philosophy; whether one is “hard” or “soft”, “firm” or “flexible” now becomes largely a consideration of how strong a BATNA you have. An extremely strong BATNA allows you to use the more risky tactics of “walkout” or “take-it-or-leave-it”.

GETTING HUNG-UP ON A SINGLE NEGOTIATED ITEMIn practically all negotiations, there is more than one item to be negotiated. Whenever this is the case, the skilled negotiator realises that they need not be hung-up on a single negotiated item. Well, price could be a good example. If price becomes a non-negotiable item for one side in the negotiation, the other side could concede price negotiations, if they got concessions that accomplished the same thing in the areas of interest rates, payment plans, quality and content specifications, etc. The experienced ne-gotiator looks at the total package and is not hung-up on a single negotiated item. In Asian societies which often value the relationship ahead of the transaction a lot, sometimes being too tough over one single item can sour an otherwise profit-able relationship. See the bigger picture.


Index.indd 159 8/12/2011 3:34:59 PM


JATINKUMARMODHPg 106

RAJNILPANGERKAR

Pg 111

RAVEENDRAN NAGARAJAN

Pg 107

SANJAYPATANKAR

Pg 112

KATHIRVELRAJ NATARAJAN

Pg 108

RAJSHEKARPATILPg 113

VISHAL PANNALA

Pg 109

CHARUDATTAPAWARPg 114

TEJPANDEYPg 110

AMITPHADKEPg 115


Jatinkumar ModhManager ITMettler-Toledo India Pvt Ltd

Birthday14 December

Highest QualificationBachelors DegreeEngineeringP.D.V.V. Patil College Of Engineering



Technology ExpertiseBusiness intelligence solutions, Collaboration solutions, CRM solutions, ERP and manufacturing solutions, Portals and web sites


Raveendran NagarajanGeneral Manager EnterprisewideSolutionsSakthi Finance Ltd/ABT Industries Ltd

Birthday31 May

Highest QualificationMasters DegreeBusiness ManagementPSG Institute of Management



Technology Expertise ERP Management (SAP), Business Intelligence – Concepts & Implementation, Knowledge & Collaboration Management (Lotus Notes), Enterprise Performance Management (Balanced scorecard etc), Software Project Management, Open source tools & Technologies


Kathirvelraj NatarajanSenior Manager, Enterprise ApplicationsExtreme Networks India Pvt Ltd

Birthday15 April

Highest Qualification Masters DegreeEngineeringBITS Pilani Total Experience13 to 15 years


Technology ExpertiseBusiness intelligence solutions, CRM solutions, Data warehouse and data marts, ERP and manufacturing solutions, Finance and accounting solutions, Industry-specific solutions, HRM solutions, IT monitoring, Knowledge management

systems (KMS), MIS systems, Project management tools, SCM solutions, Application Integrations


Vishal PannalaBI ArchitectJohnson & Johnson Ltd


Highest QualificationBachelors DegreeEngineeringUniversity College of Engineering, Burla



Technology ExpertiseBusiness intelligence solutions, Enterprise Content Management Systems, Data warehouse and data marts, Industry-specific solutions, Data Mining & Analytics, Knowledge management systems (KMS), Portals and web sites, Project management tools


Tej PandeySenior Project ManagerPathPartner Technology Consulting Pvt Ltd

Birthday14 December

Highest QualificationMasters DegreeEngineeringIIT Kanpur

Total Experience10 years


Technology ExpertiseIndustry-specific solutions, Project management tools, SCM solutions


Rajnil PangerkarManager ITTata Consulting Engineers Ltd

Birthday30 May

Highest QualificationMasters DegreePhysical / ElectronicsMumbai University

Total Experience20 to 30 people


Technology ExpertiseBusiness intelligence solutions, Collaboration solutions, Data warehouse and data marts, Email servers, ERP solutions, Finance and accounting solutions, HRM solutions, IT monitoring, Knowledge management systems (KMS), MIS systems,

Project management tools, Virtualization solutions


Sanjay PatankarGeneral ManagerGodrej Infotech Ltd

Birthday8 July

Highest QualificationPost Graduate DiplomaSoftware TechnologyNCST, Mumbai



Technology ExpertiseData warehouse and data marts, ERP and manufacturing solutions, MIS systems, Project management tools


Rajshekar PatilDeputy Manager - ITTVS Interconnect Systems Ltd

Birthday4 March

Highest QualificationBachelors DegreeEngineeringBMS College Of Engineering,Bangalore



Technology ExpertiseCollaboration solutions, Email servers, ERP and manufacturing solutions, Industry-specific solutions, IT monitoring and network management tools, MIS systems, Virtualization solutions


Charudatta PawarSenior Program ManagerMercedes-Benz Research and Development India Pvt Ltd


Highest QualificationBachelors DegreeEngineeringInstitute for Studies in Technology, Pune



Technology ExpertiseIT Infrastructure Management, SAP Basis Delivery Management, Datacenter planning and consolidation, Transition and Transformation Projects, Information Security, Process Management, Change Management


Amit PhadkeHead - Systems and TechnologyKale Consultants Limited

Birthday29 July


Business ManagementWelingkar Institute of Management Studies and Research



Technology ExpertiseIT Infrastructure Management, IT Security, Networks, Applications, SQL & Oracle Database, Cloud Computing, VoIP, CRM, Email servers, IT monitoring and network management tools, Portals and web sites


USEFAILUREAS ANOPPORTUNITYFOR IMPROVEMENT

THE INTERPRETATION OF FAILURE IS INTEGRAL TO HOW WELL YOU DO THEREAFTER –BY DAVID LIM


RECENTLY A NEWSPAPER report-ed the demise of a once-lauded busi-ness award called the Phoenix Award. The prize, at one-time administered by a well-known publishing group, recog-nised outstanding business people who had bounced back from failure. Like the mythical phoenix rising from the ashes, the business person awarded this acco-lade was praised for his resilience and ability to learn from failures. However, in recent years, the number of nomi-nees fell to a point when it became un-sustainable to continue with the annual award. The main reason given: Asians are reluctant to talk about their failures.

So, when can failure be good? There are basically two kinds of failure: ‘smart’ ones and ‘dumb’ ones. Smart failures are where you did everything right, had a great team, but perhaps, like a moun-taineer, were thwarted by a sudden shift in weather patterns, or an unexpected illness. A ‘ dumb’ failure is where your sloppiness and negligence contributed to the failure.

In reality, though, the reasons for failure and success are often complex. It is the interpretation of failure that can determine how resilient you are at lead-ing yourself through turbulent times.

Assume, you had done remarkable planning, displayed great leadership and had a great team. However, you met with a negative response from the client owing to some people making an irrational decision. What happens next determines your ability to bounce back

USEFAILUREAS ANOPPORTUNITYFOR IMPROVEMENT

and thrive as a leader. A ‘good’ failure is when you have not only done all that is possible within your competencies and commitment, but also one where you interpreted the failure appropriately. Studies and research by the University of Pennsylvania’s department of posi-tive psychology shows that people who attributed failure to external factors, tended to do better after a failure. They were also those who did not see fail-ure as all pervasive and all-destroying. They also saw failure as a temporary state. Conversely, those who took it personally, believed the failure struck at their core as worthy people, and that they would be totally and permanently devastated, did not have good outcomes post-failure.

In short, the interpretation of failure was integral to how well you did there-after. People who avoid taking calculated risks and thus the chance of failing ‘clev-erly’, can seldom learn powerful lessons that failure can bring. I was recently delivering a leadership presentation to a European private equity firm in the south of France. One of the challenges faced by many of the teams involved in the long and arduous process of buying out a company, was that the seller some-times made emotional and illogical deci-sions and would sell to another bidder. The team would then have to regroup and start all over again with another pro-spective target. The people who seemed to do best at this high-stakes financial game were those who only felt sorry for

themselves for a limited period, and took it in their stride.

In short, their reactions mirrored those subjects that Dr Martin Selig-man from the University of Pennsyl-vania studied. Those able to bounce back from failure had these valuable attributes, and having successive fail-ures, in my opinion, only made them even better at their game. After all, as Winston Churchill said: “ Success is the ability to go from one failure to another without any loss of enthusiasm”

Edison was said to have failed thou-sands of times on his way to creating the first incandescent light bulb. A long time ago, I had the privilege of sitting next to an Israeli innovation expert on a long-distance flight. I asked him how he came up with all his good ideas and he said: “By coming up with a lot of stupid ones first.”

So here, perhaps, is a practical guide in using failure effectively in your or-ganisation:l Calibrate the fear of failure by pick-

ing projects and goals where failure will not be fatal to the organisation, but where a great pay-off could be an outcome. In short, pick the long-shot goals that may make the risk worthwhile, but with a modest downside.

l Fail quickly and early. Prior to my first Everest expedition, we chose stretch goals that would boost our learning curve prior to the Everest climb. In the three preceding years,

we tackled peaks that were often a bit harder than our perceived abili-ties at the time. When we failed, we studied the failure, always taking the stance that failure provided valuable information. The quicker you fail, the more time you have to recover before your actual main event, or goal.

l Reward success, reward the ‘smart’ failures, and punish inac-tion. It is stultifying to have peo-ple always playing it safe when an organization has to take calculated risks to grow and succeed. And yet, many companies have com-pensation structures which pun-ish failure, and reward inaction.

l Treat failure as information allow-ing you to succeed better the next time. Remove, as much as possible the emotional content of failure (read: fear, sadness, anger and re-sentment), and look at what were some of the best things you learned from it on a purely factual, objec-tive basis. These could be certain structural weaknesses in your plan, unproductive behaviour of a team member, or even weak teamwork. Remove the emotions and you will be left with valuable data.

If your organisation is not failing fast enough, you are not winning fast enough.


Index.indd 159 8/12/2011 3:34:59 PM

RANJITH RADHAKRISHNAN

Pg 120

SAREEN SALAMPg 125

MILINDRAJHANS

Pg 121

JATINDER AGGAWRAL

Pg 126

DHANANJAYROKDEPg 122

SANJEEVSANGWAN

Pg 127

YUSUFROOPAWALLA

Pg 123

BHAVITASAXENAPg 128

SOUROVROY

Pg 124

ASHISHSHAHPg 129



Ranjith RadhakrishnanAssistant Genaral ManagerTVS Motor Ltd

Birthday4 September

Highest QualificationMasters DegreeSystems & InformationBITS, Pilani



Technology ExpertiseBusiness intelligence solutions, Collaboration solutions, CRM solutions, e-Commerce solutions, ERP and manufacturing solutions, Portals and web sites


Milind RajhansManager ITThe A.P. Mahesh Cooperative Urban Bank Ltd

Birthday14 April

Highest QualificationMasters DegreeComputer ScienceDr. Babasaheb Ambedkar Marathwada University, Aurangabad



Technology Expertise Collaboration solutions, e-Commerce solutions, IT monitoring and network management tools, Virtualization solutions


Dhananjay RokdeManager Information& Infrastructure Security(Global)Integreon Managed Solutions


Highest Qualification PG DiplomaComputer ApplicationsSymbiosis Center for Information Technology Total Experience0 to 5 years


Technology ExpertiseCollaboration solutions, Email servers, ERP and manufacturing solutions, IT monitoring and network management tools, Knowledge management systems (KMS), MIS systems,

Portals and web sites, Project management tools, Virtualization solutions


Yusuf RoopawallaHead Technology CBIndiaStandard Chartered Bank

Birthday28 November

Highest QualificationBachelors DegreeElectronicsShah And Anchor Kutchhi Engineering College, Mumbai



Technology ExpertiseCollaboration solutions, Enterprise Content Management Systems, CRM solutions, e-Commerce solutions, Email servers, Industry-specific solutions, HRM solutions, IT monitoring and network management tools, Knowledge management systems (KMS), MIS systems, Portals and web sites, Project management tools, Virtualization solutions


Sourov RoyAssistant Vice PresidentEXL Service

Birthday3 March

Highest QualificationPG DiplomaBusiness ManagementIIM, Kolkata



Technology ExpertiseERP, Finance & HR Solutions, IT Strategy, BI Solutions


Sareen SalamDirector Global Customer SupportAspect Software

Birthday11 May

Highest QualificationBachelors DegreeEngineeringBangalore University



Technology ExpertiseBusiness intelligence solutions, Collaboration solutions, CRM solutions, Industry-specific solu-tions, IT monitoring and network management tools, MIS systems


Jatinder AggarwalProject ManagerHCL Technology

Birthday24 August

Highest QualificationMasters DegreeComputer ApplicationsUniversity of Hyderabad



Technology ExpertiseProject, Program and Delivery Management, BFSI Technology Solutions


Sanjeev SangwanManager - ITSDCM Shriram Consolidated Ltd,

Birthday9 July

Highest QualificationMasters DegreeElectronicsCCS University , Meerut



Technology ExpertiseEnterprise CMSCRM solutions, Data warehouse and data marts, Email servers, ERP and manufacturing solutions, IT monitoring and network management tools, MIS systems, Project management tools


Bhavita SaxenaDGM Information Systems and Business SolutionsRFCL Ltd

Birthday15 May

Highest QualificationBachelors DegreeEngineeringMadhav Institute of Technology and Science, Gwalior



Technology ExpertiseCRM solutions, HRM solutions, Portals and web sites


Ashish ShahAVP ITFuture Generali India Life Insurance Co. Ltd

Birthday2 February

Highest QualificationBachelors DegreeBusiness ManagementS.P. Jain Institute of Management Research



Technology ExpertiseCollaboration solutions, Email servers, IT monitoring and network management tools, Portals and web sites, Project management tools, SCM solu-tions, Virtualization solutions, In-

formation Security Management & IT Service Management


BOOSTING PRODUCTIVITYOF KNOWLEDGEWORKERSTHROUGHEMPOWERMENT

THE KEY IS IDENTIFYING AND ADDRESSING THE BARRIERS WORKERS FACE IN THEIR DAILY INTERACTIONS – BY ERIC MASTON & LAURENCE PRUSAK


ARE YOU DOING all that you can to enhance the productivity of your knowledge workers? It’s a simple question, but one that few senior executives can answer.

Their confusion isn’t for lack of trying. Organisations around the world struggle to crack the code for improving the effectiveness of managers, salespeople, scientists, and others whose jobs consist pri-marily of interactions—with other employees, customers, and suppli-ers—and complex decision mak-ing based on knowledge and judg-ment. The stakes are high: raising the productivity of these workers, who constitute a large and growing share of the workforce in developed economies, represents a major op-portunity for companies, as well as for countries with low birth-rates that hope to maintain GDP growth.

Nonetheless, many executives have a hazy understanding of what it takes to bolster productivity for knowledge workers. This lack of clarity is partly because knowledge work involves more diverse and amorphous tasks than production or clerical positions, where the rel-atively clear-cut, predictable activi-ties make jobs easier to automate or streamline. Likewise, perform-ance metrics are hard to come by in knowledge work, making it chal-lenging to manage improvement

BOOSTING PRODUCTIVITYOF KNOWLEDGEWORKERSTHROUGHEMPOWERMENT

efforts (which often lack a clear owner in the first place). Against this backdrop, it’s perhaps un-surprising that many companies settle for scattershot investments in training and IT systems.

Since knowledge workers spend half their time on interactions, our research and experience suggest that companies should first explore the productivity barriers that impede these interactions. Armed with a bet-ter understanding of the constraints, senior executives can get more bang for their buck by identifying targeted productivity-improvement efforts to increase both the efficiency and effectiveness of the interactions be-tween workers.

Among companies we’ve surveyed, fully half of all interac-tions are constrained by one of five barriers: physical, technical, social or cultural, contextual, and temporal. While individual compa-nies will encounter some obstacles more than others, our experience suggests that the approaches to overcoming them are widely

PHYSICAL AND TECHNICAL BARRIERSPhysical barriers (including geo-graphic distance and differences in time zones) often go hand in hand with technical barriers because the lack of effective tools for locating the

right people and collaborating be-comes even more pronounced when they are far away. While these bar-riers are on the wane at many com-panies given the arsenal of software tools available, some large, globally dispersed organisations continue to suffer from them.

One remedy implemented by some organisations is to create “communities of practice” for peo-ple who could benefit from one an-other’s advice—as the World Bank has done to help the 100 or so of its planners who focus on urban poverty to facilitate discussions on projects to upgrade slums. The com-munities feature online tools to help geographically dispersed members search for basic information (say, member roles and the specific chal-lenges they are addressing) and sometimes use the latest social-net-working tools to provide more so-phisticated information, including whom the members have worked or trained with. By supplementing elec-tronic tools with videoconferences and occasional in-person meetings, communities can bridge physical distances and build relationships.

SOCIAL OR CULTURAL BARRIERSExamples of social or cultural bar-riers include rigid hierarchy or in-effective incentives that don’t spur

the right people to engage. To avoid such problems, Petrobras, the Bra-zil-based oil major, created a se-ries of case studies focused on real events in the company’s past that illuminate its values, processes, and norms. The cases are discussed with new hires in small groups—promoting a better understanding of how the organisation works and encouraging a culture of knowledge sharing and collaborative prob-lem solving. (To benefit further from such approaches, companies should include knowledge shar-ing in performance reviews and ensure that team leaders clearly communicate acceptable response times for information requests. The communities of practice described above can help too: employees are far more likely to give timely and useful responses to people in their network.)

Employees who face contex-tual barriers struggle to share and translate knowledge obtained from colleagues in different fields. Complex interactions often require contact with people in other de-partments or divisions, making it hard for workers to assess a col-league’s level of expertise or apply the advice they may receive. Think of the disconnect that often occurs between a company’s sales depart-ment and its product-development


IF VALUABLE INTERACTIONS ARE FALLING VICTIM TO TIME CONSTRAINTS, EXECUTIVES CAN USE JOB ROLES TO HELP IDENTIFY EMPLOYEES THAT KNOWLEDGE WORKERS SHOULD BE INTERACTING WITH. —Eric Matson.

team over customer data. The two groups frequently struggle to com-municate because they think and talk so differently about the subject (sales staff devote attention to cus-tomer insights while developers fo-cus on product specifications).

To overcome contextual barriers, or-ganisations can rotate employees across teams and divisions or create forums where specialists in different areas can learn about one another’s work. The US National Aeronautics and Space Ad-ministration (NASA), for instance, holds a biannual “Masters Forum” to share knowledge across disciplines. About 50 employees from different parts of the agency attend the meetings to hear other NASA colleagues talk about the tools, methods, and skills they use in extreme-ly complex projects. The sessions are lightly moderated and very interactive.

Similarly, managers at Ecopet-rol, a Colombian gas and oil com-pany, have found that technical forums not only break down the natural barriers between occupa-tions but also facilitate knowledge sharing across geographic bounda-ries. Moreover, the forums build trust, which encourages employees to share information more freely.

THE BARRIER OF TIMEThe final barrier is time, or rather the perceived lack of it. If valuable inter-actions are falling victim to time con-straints, executives can use job roles and responsibilities to help identify the employees that knowledge work-ers should be interacting with and on what topics. In some cases, com-panies may need to clarify decision rights and redefine roles to reduce the interaction burden on some em-ployees while increasing it on others.

Boston-based Millennium Phar-maceuticals, which develops drugs for cancer treatment, did just that. When it found that researchers didn’t have time to share lessons from their experiments, it created a small group of scientists to act as “knowledge intermediaries.” Based on meetings with company scien-tists as well as presentations, these employees summarise findings and submit them to an internal database. They also act as brokers by shar-ing knowledge across groups. The company reckons that this practice, combined with other initiatives, has boosted success rates for the compa-ny’s research and reduced the time needed to make key decisions.

Eric Matson is a consultant in McKinsey’s Boston office; Laurence Prusak is a visiting scholar at the Uni-versity of Southern California Mar-shall School of Business and a former senior adviser to McKinsey.

This article was first published in September 2010 on The McKinsey Quarterly Web site, www.mckinsey-quarterly.com. Copyright © 2010 McKinsey & Company. All rights reserved. Reprinted by permission.

NARESH SHARMA

Pg 134

LAWRENCESOOSAI RAJ

Pg 139

NEERAJSHARMA

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ANANTH STP

Pg 140

BALWANTSINGHPg 136

JAYESHTANKPg 141

ABHISHEKSINGHPg 137

HURSHTANNAPg 142

MANISHSINHAPg 138

DEVENDRATHAKKAR

Pg 143



Naresh SharmaDeputy General Manager ITRSWM Ltd.

Birthday26 August

Highest QualificationMasters DegreeComputer ApplicationsKurukshetra University, Kurukshetra



Technology ExpertiseBusiness intelligence solutions, Email servers, ERP and manu-facturing solutions, IT monitor-ing and network management tools, Portals and web sites, Project management tools


Neeraj SharmaHead - ITHarlal Institute of Management & Technology

Birthday8 June

Highest QualificationMasters DegreeComputer Applications (MCA)PUNJAB UNIVERSITY CHANDIGARH



Technology Expertise ERP and manufacturing solutions, MIS systems, Portals and web sites


Balwant SinghManager ITIndo Asian Fusegear Ltd

Birthday18 March

Highest Qualification Masters DegreeInformation TechnologyAmity University Total Experience10 to 13 years


Technology ExpertiseOpenSource Solutions, Software Development, Business intelligence solutions, Collaboration solutions, Enterprise Content Management Systems, CRM solutions, e-Commerce solutions, Email servers, ERP and manufacturing solutions,

Industry-specific solutions, HRM solutions, IT monitoring and network management tools, MIS systems, Portals and web sites, Project management tools, Virtualization solutions


Abhishek SinghManager - Maintenance Services and Offer ManagementAvaya India Pvt Ltd

Birthday14 October

Highest QualificationMasters DegreeBusiness ManagementIndian School of Business, Hyderabad



Technology Expertisee-Commerce solutions, Project management tools


Manish SinhaIT HeadOnDot Couriers & Cargo Ltd

Birthday21 October

Highest QualificationPGDBM IT-SystemsIMT Ghaziabad



Technology ExpertiseERP, CRM, e-Commerce, & Manufacturing Solutions - Im-plementations, IT Infrastructure & Network, Management, ITIL, ISO - Project Management


Lawrence Soosai RajSr.Manager Projects & DeliveryCethar Consultancy Services Pvt Ltd

Birthday23 March

Highest QualificationMasters DegreeComputer ApplicationsMadurai Kamaraj University



Technology ExpertiseBusiness intelligence solutions, Collaboration solutions, CRM solutions, ERP and manufacturing solutions, Industry-specific solutions, IT monitoring and network management tools, MIS systems, Project management tools


Anant STPAGM ITRain CII Carbon (India) Ltd

Birthday25 December


EngineeringBITS Pilani



Technology ExpertiseBusiness intelligence solutions, Email servers, ERP and manufacturing solutions, HRM solutions, MIS systems, Project management tools, SCM solutions, SAP ERP


Jayesh TankGeneral Manager ITHarsha Engineers Ltd

Birthday9 April

Highest QualificationMasters DegreeComputer ApplicationsIGNOU



Technology ExpertiseBusiness intelligence solu-tions, Email servers, ERP and manufacturing solutions, HRM solutions, MIS systems, Portals and web sites, Project manage-ment tools, SCM solutions


Hursh TannaSenior Manager ITGulbrandsen Technologies (India) Pvt Ltd

Birthday13 June

Highest QualificationPG DiplomaBusiness ManagementIIM, Calcutta



Technology ExpertiseCollaboration solutions, Enterprise Content Management Systems, Email servers, HRM solutions, IT monitoring and network management tools, Knowledge management systems (KMS), Portals and web sites, Project management tools, Virtualization solutions


Devendra ThakkarAssistant General Manager (IT)TPL

Birthday25 April

Highest QualificationPG DiplomaComputer ScienceGujarat University



Technology ExpertiseIT project Management ( Software Applications, Infrastructure and IT Audit ),IT Strategy & Budget planning and execution.Technology evaluation, Business case preparation and presentation to top management.

Pharma specific, Retail, Utility and Manufacturing specific applications including ERP implementation.


ALIGING TECHNOLOGY USAGE TO BUSINESS PRIORITIES IS A MAJOR IMPERATIVE

IT’S USUALLY NOT THE TECHNOLOGY THAT FAILS; IT’S THE INTERACTION BETWEEN THE TECHNOLOGY AND THE ORGANISATION ITSELF. BY JACK BERGSTRAND


PETER DRUCKER WAS the most influential management thinker of the 20th Century for good reason and those reasons have become even clearer in 2010. Drucker consistently pointed out the need for business leaders to reinvent their enterprises by systematically im-proving their knowledge work (organi-sational) productivity.

It’s clear that the next generation of project management will need to be at the heart of this reinvention because projects are the only true mechanism for sustainable change. Knowledge work (work that uses ideas, expertise, information and relationships to achieve tasks) is the central ingredient to today’s enterprises and enterprise projects. Unfortunately, the interdependence and changing nature of this work does not respond well to the scientific management methods that helped companies successfully manage projects over the past century.

The implication of this for large organisations and society overall is huge. According to the Project Management Institute, $12 trillion—nearly 20 percent of the world’s GDP—is invested in projects. And with this work, systematically improving productivity within and across organisations is the most common bottleneck. This bottleneck causes high enterprise

project failure rates, which, for large enterprise technology projects, is as high as 70 percent according to Standish Group research.

Managers involved with changing large organisations consistently run into the “knowledge work” problems. It’s usually not the technology that fails; it’s the interaction between the technology and the organisation itself. I saw this often when I worked as an employee for more than 20 years in large organisations; among other jobs I ran the Coca-Cola Company’s global information technology function and was CFO of Coca-Cola Beverages Ltd.

While Peter Drucker didn’t focus his writing specifically on technology projects, there is nothing in large enterprises that exposes the function and dysfunction of “knowledge work productivity” more than such projects, given their ever-changing inter and intra-organisational complications.

THE NATURE OF KNOWLEDGE WORKTraditional project management was designed for what Peter Drucker termed “manual work” and is based on the scientific management princi-ples developed by Frederick Taylor in the early 1900’s. This type of work like the work required for building

an assembly line was and is visible, specialised and stable. Knowledge work on the other hand is invisible, holistic, and ever changing. Unlike manual workers who mainly use their hands and backs to get work done, knowledge workers use their situational knowledge to accomplish goals in dynamic environments.

Knowledge work needs to be managed differently than manual work because there are so many ways for it to go off track. A few common examples of unproductive knowledge work include:1. Too many meetings that produce

too few decisions and actions.2. Competing internal priorities with

no mechanism for resolution.3. Studies that are completed and

put on the shelf.4. Projects that get started but are

never finished.5. Projects that get started but are

not finished on time.6. Projects that never get started

but get talked about every year.7. High executive turnover that

causes frequent direction changes.To productively manage the often

invisible and ever changing nature of knowledge work projects better, Drucker advised executives to take a more holistic approach, understand-ing that large projects, like business itself, is more of a social science.

He emphasised our need to remove unproductive work and restructure work as part of an overall system. In this light he believed that knowledge should be organised through teams, with clarity around who is in charge at what time, for what reason, and for how long.

ACCELERATION IS THE NEW QUALITYThe next frontier of project manage-ment, in line with Drucker’s think-ing, requires that we deliver improve-ments with greater speed to compete globally. In the 21st Century, large firms won’t threaten smaller compa-nies nearly as much as fast companies will threaten slower ones. Does it take your large company a couple of weeks to set up a meeting with key people because their calendars are so busy or because they won’t be in the office for awhile? And even then, is it difficult to get contentious tradeoffs made and decisions acted upon? If so, you are ei-ther in trouble or headed towards it.

The role of acceleration is to knowledge work projects what quality control is to manual work projects because knowledge work changes so rapidly. With knowledge work, acceleration doesn’t imply that the efforts can be shoddy or sloppy. Rather, it means that work needs to be facilitated in real time. It requires


ongoing prototyping in the field versus striving for perfection in the office. In today’s knowledge age, it is important to turn knowledge into application fast.

For knowledge work projects to be managed more productively, a holistic underlying system is needed. It must get everyone on the same page and properly sequence and accelerate Where-Why-What-When-How-Who. Managers often are clear on many of these things at an individual level. But, collectively, it’s very common to have different individual views that don’t add up to a shared enterprise picture. With large enterprise projects, this results in unproductive work and high failure rates.

Using a purely objective approach based on scientific management prin-ciples to manage the fluid and invis-ible nature of knowledge work does not work well in practice. When knowledge work is managed like manual work, it tends to get over engineered, with over-ly complex governance structures and project designs.

Knowledge work productivity often benefits from a “just-in-time” mindset versus the “just-in-case” approach. With manual work, taking more time to prepare often improves results and reduces risk because the work won’t change while you’re

preparing. In case of knowledge work, “just in time” is less risky and more productive.

EXCHANGE COMPLEXITY FOR COMPLICATIONWhere traditional project manage-ment benefits from being very spe-cialised and mechanised, effective enterprise knowledge work projects require a more holistic and social-ised approach. It requires a minor amount of initial complexity at the front end to avoid an unworkable amount of complication later on.

This difference between complexity and complication is more than semantic. Grandmasters in chess, for example, are successful because they apply a certain amount of cognitive complexity up front. By doing this they can view large chunks of the chessboard, whereas amateurs see a mass of individual pieces. In practice, this makes the game much more complicated for less skilled players and makes novices less successful when they play.

A key difference between complex-ity and complication is that complex-ity has a coherent architecture and can be effectively managed. In con-trast, complication is largely random and therefore becomes unmanageable over time. Large enterprises and large

enterprise projects regularly struggle, not because they are too complex, but because they are too complicated.

VELOCITY IS THEBOTTOM LINE

In the late 1990s, I was inter-viewed for Microsoft co-founder Bill Gates’ book, Business at the Speed of Thought. In his book, Gates empha-sises that the past was about reengi-neering but the future depends on ve-locity. With knowledge work, velocity is at the heart of the productivity op-portunity. Sustainable success is not simply driven by urgency, because you can urgently go in the wrong di-rection. Knowledge work productiv-ity is not about speed or direction. Similar to velocity, it is a function of speed and direction.

Peter Drucker wrote that the three dimensions of an economic task were to make the present busi-ness effective, identify and realize its potential, and make it into a differ-ent business for a different future. In our changing economy, this needs to be accelerated.

The four-part knowledge work productivity mantra based on the so-cial sciences requires that companies manage their projects tied to four fundamental questions. If you can’t clearly articulate the answer to these questions, within and across your or-

ganisational silos, your project will have no chance of being accelerated.Where do we intend to go and Why?What needs to happen when? How can those things best get done? Who is going to be responsible for which tasks?

The knowledge work productiv-ity management system is to enter-prise projects what competition is to capitalism. It breathes life into it, creates order out of chaos, and im-proves enterprise velocity. Drucker wrote that doing this was essential to economic tasks. It is also essen-tial to enterprise reinvention and our long term economic prosperity.

Jack Bergstrand is the author of Reinvent Your Enterprise, and founder of Brand Velocity. Prior to this, he was CIO of The Coca-Cola Company and CFO of Coca-Cola Beverages Ltd.

JIGNESHVANIAPg 148

AJAYVERNEKAR

Pg 153

CLAUDEVEIGASPg 149

SHELTONVETHARAJ

Pg 154

BIJUVELAYUDHAN

Pg 150

DEEPUVIJAYANATH

Pg 155

PRAKASHVENKATESH

Pg 151

PRAVITHAVIJAYKUMAR

Pg 156

VINAY PRAKASH VERMA

Pg 152

SEETARAMAIAH VISSAPRAGADA

Pg 157


Index Set 10.indd 143 8/12/2011 3:43:34 PM


Jignesh VaniaHead - Information TechnologyMundra International Container Terminal Pvt Ltd

Birthday28 February

Highest QualificationBachelors DegreeElectronicsS S Engineering College



Technology ExpertiseInfrastructure Management and solutions, ERP solutions, Email Servers, Oracle Database, IT monitoring and Network Management, MIS systems, Portal and website, Project Management tools, Telecommunication, Certified ISO27001:2005 lead auditor, Business intelligence solutions and automation, DR solution and BCP solution


Claude VeigasSenior Manager ISPinstorm Technologies Ltd

Birthday19 December


Physics - Electronics Mumbai University



Technology Expertise Database Administration, MIS Systems, Knowledge Management Systems, ERP, SCM and Manufacturing Solutions, Process Automation and optimization, Vendor Management


Biju VelayudhanSenior Manager ITGKNM Hospital

Birthday30 May

Highest Qualification PG DiplomaComputer ApplicationsMega Micro College of Computer Studies, Ooty Total Experience16 to 20 years


Technology ExpertiseHospital Information System, Picture Archival and Communication System, Laboratory Information System, Electronic Medical Records, Telemedicine, MIS,

Business Intelligence, Email & Internet Servers and Network Management


Prakash VenkateshConsultant

Birthday20 July

Highest QualificationBachelors DegreeComputer ScienceBangalore Institute of Technology



Technology ExpertiseOptical Character RecognitionBusiness Intelligence Solutions & Datawarehousing, Collaboration Solutions, Enterprise Application Integration, Print Management, Computer Language Parsers, Industry specific solutions in Healthcare, Logistics & Retail domains, Software Delivery Management, Project Management & Estimation Tools


Vinay Prakash VermaSenior ManagerPanasonic AVC Networks India Co. Ltd

Birthday14 July

Highest QualificationMasters DegreeBusiness ManagementIIM, Calcutta



Technology ExpertiseCollaboration solutions, CRM solutions, Email servers, ERP and manufacturing solutions, Finance and accounting solutions, Industry-specific solutions, IT monitoring and network management tools, MIS systems, Portals and web sites, Project management tools, SCM solutions, Virtualization solutions, Oracle database, IT Infrastructure Management and Datacentre Management


Ajay VernekarDirector IT / Head IT InfrastructureFullerton India Credit Company Ltd


Highest QualificationPG DiplomaBusiness ManagementWellingkar Institute of Management, Mumbai



Technology ExpertiseBusiness intelligence solutions, Collaboration solutions, Enterprise Content Management Systems, CRM solutions, Email servers, IT monitoring and network

management tools, Knowledge management systems (KMS), Virtualization solutions


Shelton VetharajInformation Management ManagerMadura Coats Pvt Ltd

Birthday23 August

Highest QualificationMasters DegreeEngineering / SystemsThiagarajar College of Engineering



Technology ExpertiseCollaboration solutions, Email servers, ERP and manufacturing solutions, Industry-specific solu-tions, HRM solutions, IT monitor-ing and network management

tools, MIS systems, Portals and web sites, SAP R/3


Deepu VijayanathSenior Manager ITMPS Ltd. A Macmillan Company

Birthday12 January

Highest QualificationMasters DegreeBusiness ManagementT. A. Pai Management Institute



Technology ExpertiseCollaboration solutions, Enterprise Content Management Systems, Email servers, IT monitoring and network management tools, MIS systems, Portals and web sites, Project management tools, Virtualization solutions, IT Infrastructure, IT security, Software development


Pravitha VijaykumarBusiness AnalystDell Ltd.

Birthday14 March

Highest QualificationBachelors DegreeEngineeringDr. Babasaheb Ambedkar Technological University, Raigad



Technology ExpertisePLM & Collaborative Solutions, Project Management, Information Security and Quality Management System


Seetaramaiah VissapragadaGeneral Manager ITParadeep Phosphates Ltd

Birthday10 July

Highest QualificationMasters DegreeComputer ScienceIIT, Madras



Technology ExpertiseBusiness intelligence solutions, CRM solutions, Data warehouse and data marts, Email servers, ERP and manufacturing solutions, Finance and accounting solutions, IT

monitoring and network management tools, Knowledge management systems (KMS), MIS systems, Portals and web sites, Project management tools, SCM solutions


A

Agarwal, Deepak ........................... 22

Aggarwal, Jatinder .................... 128

Alapilla, Balaji ................................. 23

Arora, Sachin ................................... 24

Aswartha, Nagesh ........................ 25

B

Bagchi, Subhash............................. 26

Bajaj, Amit ........................................ 27

Bakshi, Pawan ................................. 28

Baldha, Paresh ................................ 29

Bansal, Ashish .................................30

Bharati, Sripad .................................31

Bhattacharya, Subhankar .......... 36

Bisht, Vishal ..................................... 37

Budholia, Anand ............................. 38

C

Chakraborty, Ashish ..................... 39

Chandurkar, Mahendra ...............40

Chatterjee, Debasish .....................41

Chatterjee, Pradeep ..................... 42

Chhatwani, Shalini ........................43

D

Daniel, Jose ....................................44

Dedhia, Chandresh ........................45

Deorukhkar, Sunil ..........................50

Dutta, Pritam ...................................51

E & F

Elicherla, Ravindra Prasad ........ 52

Fernandes, Valerio ......................... 53

G

G, Sebastin Raja .............................54

Gadi, Ramachandra Reddy ........ 55

Gautam, Pritam.............................. 56

Goel, Ritik .......................................... 57

Gupta, Vishal Anand ..................... 58

Gupta, Rajeev .................................. 59

Gururaja Rao, Adoni ......................64

H

Hadkar, Girish .................................. 65

Hingorani, Aroon ............................66

Hyder, Ayaz ...................................... 67

I & J

Ithamraju, Vamsikrishna ............68

Jadeja, Digvijay ..............................69

Jha, Hemant ....................................70

Jhala, Ravish ...................................71

Joseph, Byju .................................... 72

Joshi, Vinay ...................................... 73

K

Kakuturu, Ravi Kumar ................. 78

Kathare, Rahul ................................ 79

Kaza, Saritha ...................................80

Kesari, Chitranjan ...........................81

Kesavan, Ramesh ........................... 82

Khanduja, Jitender ....................... 83

Khanna, Omesh ..............................84

INDEX


Kharb, Sanjay ................................. 85

Khurana, Dhiraj...............................86

Krishnan, Chandrasekaran ........ 87

Kumar, Rahul .................................. 92

Kumar, Arun .................................... 93

Kumar, Kaushik ..............................94

Kumar, Pravakar ............................ 95

Kundu, Tirthadeep ........................96

L & M

Lamba, Akshay ............................... 97

Marupadige, Sridhar .....................98

Marwaha, Gaurav ...........................99

Mishra, Aanchal ............................ 100

Mishra, Mukesh .............................. 101

Modh, Jatinkumar ....................... 106

N & P

Nagarajan, Raveendran............. 107

Natarajan, Kathirvelraj ............. 108

Pandey, Tej ...................................... 110

Pangerkar, Rajnil .......................... 111

Pannala, Vishal ............................. 109

Patankar, Sanjay .......................... 112

Patil, Rajshekar ............................. 113

Pawar, Charudatta ....................... 114

Phadke, Amit .................................. 115

R

Radhakrishnan, Ranjith ............. 120

Rajhans, Milind .............................. 121

Rokde, Dhananjay .........................122

Roopawalla, Yusuf .......................123

Roy, Sourov .................................... 124

S

Salam, Sareen ................................125

Sangwan, Sanjeev ...................... 126

Saxena, Bhavita .............................127

Shah, Ashish .................................. 129

Sharma, Naresh ........................... 134

Sharma, Neeraj ............................. 135

Singh, Balwant ............................. 136

Singh, Abhishek .............................137

Sinha, Manish ................................ 138

Soosai Raj, Lawrence ................. 139

STP, Ananth ................................... 140

T & V

Tank, Jayesh ................................... 141

Tanna, Hursh.................................. 142

Thakkar, Devendra ...................... 143

Vania, Jignesh ............................... 148

Veigas, Claude ............................... 149

Velayudhan, Biju .......................... 150

Venkatesh, Prakash ..................... 151

Verma, Vinay Prakash .................152

Vernekar, Ajay .............................. 153

Vetharaj, Shelton ......................... 154

Vijayanath, Deepu ....................... 155

Vijaykumar, Pravitha .................. 156

Vissapragada, Seetaramaiah ........ 157


Dear CIO’s,

I would like to thank 9dot9 for this great initiative of identifying and nurturing the new IT

leaders of Indian corporate world and feel proud to be associated with this great initiative.

Traditionally our IT managers have been always surrounded by an environment of uncertainty

with no clear information of organization objectives, budget constraints, lack of trained manpower,

modernization of legacy systems and lack of interest from the senior management. They have

been always in the fire fighting and reactive mode.

Now is the time for the IT Manager to move from the back office to the board room.

And, you as the future CIO’s, it is important that you think big and align yourself with the

company goals & objectives with a sense of ownership as a business leader. Selling is an integral

part of our life today. As a future CIO, it is important that you develop sales skills to sell your

views, plans and strategy in the board room as well.

You become a business enabler, a trusted partner and a friend than just a technology facilitator.

I am quite confident that with this transition you will lead India to the next level of growth

and prosperity.

I wish you all the best for your role as future CIO’s and once again compliment 9dot9 for this

great initiative.

With Best Wishes

Raj Kumar SharmaVice President - Sales

Arkadin India

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