He told us, Woh sab chhod. This is making most of the ways of doing things exceptionally well in the past invalid in this new environment. Actions of top managers should set the context, guide the process, clearly communicate reasons, shield creative teams, appreciate distinctiveness in people and their thinking, and welcome change. Standardising processes also contributes to an agile environment. This will certainly result in improved efficiencies. Before this, he used to work for Amazon in Seattle. The next step — developing a vision — helps us determine the destination. CP Gurnani, MD of Tech Mahindra, talks about the currency of people management and how it's helping create India 4.0. Secret Diary Of CP Gurnani Part-1 | ... My mother was always in this constant battle trying to run the house on a single government salary. Watch him speaking at the â¦ During my days as an engineering student at REC Rourkela, I got to experience cultures and explore multiple opportunities, be it through Rotaract or through campus programmes, and experiment with several new ideas. We get to the vision through the accomplishment of goals. An anticipatory workforce — one that thrives on innovation — will be an essential determinant of future success. In the next several quarters, it reported a ten-fold increase in its year-on-year profits. a) Courage given to associates to bring up ideas and not be limited by ladders to climb. I try and maintain my fitness regime as much as possible. Tech Mahindra is seeing customers starting to invest in digital faster than anticipated and it wil continue to go as more businesses adopt technology, said CEO CP Gurnani.In an interview with ET, Gurnani spoke about why the company would not try to build consumer apps; the business challenges in India and the opportunities for the tech sector going forward. Agility is a key factor in attracting the best talent and establishing a stronger employee value proposition. In our country today, we have a 500 million young minds, that is, people who are <20 years. Speaking on the occasion, Mr. CP Gurnani, Chairman, NASSCOM, stated, âGICs are an integral part of the Indian IT-BPM sector and have played a stellar role in contributing to the growth journey of this industry. Within a year-and-half, the company that most industry pundits predicted would not survive, now christened Mahindra Satyam, was back on track. However, with an unyielding fortitude, he not only scaled every challenge victoriously, but also acquired profound wisdom from each one of them. Against the popular perception of being too big in size and integrated in their approach to disruptive innovation, big companies are nurturing aspiring entrepreneurs within and outside the company to embrace open innovation, signalling the rise of “corporate garage” in India. Since then, one event has led to another and all I have to say about the whole experience is “I was willing to experiment, I was willing to make mistakes, I was willing to do things which were considered difficult by others and I was willing to challenge conventional thinking.”. In 2009, when Anand Mahindra acquired the scam-hit Satyam Computer Services â the IT major whose founder B Ramalinga Raju had cooked its books to the tune of $1 billion â he handed over the momentous task of bringing the company back from the dead to CP Gurnani, then heading the international operations at Tech Mahindra. At Makers Lab, our philosophy has been to get answers to ‘WHY’ before the ‘WHAT’ or the ‘HOW’. ... Tech Mahindra's in-house startups may raise external funds. That means encouraging and appropriately rewarding innovation so that individuals are willing to test the status quo and take the risks that go hand in hand with defining new products and services. The vision was how to connect with people and simplify people’s lives by creating experiences. With Western Europe, the US, South Korea, Japan and even China ageing, this demographic potential offers India and its growing economy an unprecedented edge that economists believe could add a significant 2 per cent to the GDP growth rate. CP Gurnani (popularly known as âCPâ within his peer group), is the Chief Executive Officer and Managing Director of TechMahindra. The communication themes should include things like shaping their organisations to be more nimble and flexible, less hierarchical, and more networked. He succeeds BVR Mohan Reddy, who served as Chairman of NASSCOM for 2015-16. In a first for a corporate entity, Tech Mahindra created a “start-up garage” for its in-house entrepreneurs. Gurnani will take on the new role as Chairman of NASSCOM effective 6 April 2016. RUN is about enabling customers to do their existing business more efficiently. Tech Mahindra will introduce salary hikes in early 2021 but hasnât decided the portion of hikes, said Tech Mahindra CEO CP Gurnani. If you look at our acquisition history, leaving aside Satyam, you won’t find any big bang or large acquisition. Read Excerpts below â We believe in theâ¦ Latest News on Cp Gurnani. Those organisations that encourage and reward innovation and reinforce flexibility will enjoy a competitive edge in the quest for high- potential talent. C P Gurnani, MD & CEO, Tech Mahindra shares his insights on Winning in the Age of Disruption at AIMAâs 4th National Leadership Conclave 2018. All Rights Reserved, Tata Motors to Hike Prices from January 1st, Mahindra Group is all geared up to acquire Pininfarina. Innovative start-ups and disruptive technologies have together created exciting times for our country. What should we call India if most of these minds are tuned with even a few good ideas or at least one good idea? The new brand tagline is “Connected World. To begin with, there is no single model for success. The WHY was important as it meant we were empathetic to our consumers’ needs; we knew what they wanted. My childhood was fairly nomadic as my father was in a transferable job. While that meant fewer friends forever (this was pre-social media… social and media had different meanings), that also meant that we learnt to fend for ourselves and survive swiftly in any given situation. The other big challenge was how we hold on to available talent while simultaneously being able to attract new talent into the system. We had to find some kind of a game changer and Satyam was an opportunity.” Satyam brought with it customers in the banking, healthcare and retail industries. BIO Agency, for example, specialises in digital transformation and innovation, helping organisations change the way they engage with their customers. The success of a CEO depends on how effectively he/she is able to communicate the key message, vision and strategy across the breadth and depth of the organisation. Now it is the service that must seek out the customer and that too through peer influence and not the conventional media. By 2020, the average age in India will be 29 and it is set to become the world’s youngest country with 64 per cent of its population in the working age group. Tech Mahindra's CP Gurnani, MD & CEO; Manoj Bhatt, CFO and Vivek Agarwal, Healthcare and financial services - Global Head, talks about the quarterly â¦ The purpose of strategic planning is to develop a three- to five-year blueprint for the organisation’s future. The focus of the message could be on things like agility, talent and sustainability. For example, in today’s dynamic environment, decisions must be made quickly. In order to align with that strategy, we have recently changed our brand positioning to reflect that. She is doing a start-up in CRM for real estate. I am sure if the firms can make this important, the boards and the business families will have to make it a priority. It is true that businesses are seeing a tectonic shift. Companies are banking upon big data and analytics. Given the demographic and generational shifts we are witnessing, we as leaders should demonstrate and be role models for openness to different perspectives, ideas and styles. We will continue to look at such opportunities going forward. We knew that the technology world would only become focused on something called “smart machines”. This includes the IRIS (Ideate, Refine, Implement, Shine), intrapreneurship programme, Makers Labs, innovation with start-ups, portfolio management, university collaboration and campus connects and finally in-house IPR. ... vacuum your house and toss treats to â¦ In my view, an entrepreneurial manager is a leader who takes calculated risks but also leads his team to its goals. We are also making right investments in the areas of IP creation as well as working with innovative companies. Politics. This leadership imperative reinforces the need for the board of directors to focus on critical issues and policy challenges versus administrative details and programmatic implementation. There have been several defining moments that have shaped my journey — transforming Satyam, being appointed the Chairman of Nasscom, joining the Wall Street Journal CEO Council among many others. Online fashion is the most talked about topic in today’s retail space. It can improve the bottom line through unprecedented efficiency at scale and it can improve governance through unprecedented monitoring at scale. For us, the Mahindra’s core purpose of challenging conventional thinking has been our North Star. So, things were always Sunil Prashara chats with CEO and MD of Tech Mahindra, CP Gurnani, about the potential of citizen development and how organizations can capitalize on the opportunity. To further expedite the process, decisions should be based on guiding principles rather than on a fixed set of rules. CP Gurnani, Managing Director & Chief Executive Officer, Tech Mahindra, said, âThe 5G revolution will unlock unprecedented opportunities in every industry vertical. We accomplish our goals by means of the strategies we devise for each goal. In a nutshell, there are three things that big data can do for business: It can improve top line through unprecedented personalisation at scale. Indian IT companies need to approach disruption by strengthening onsite presence. The lines between my personal and professional are fairly blurred. He/she needs to take the help of all existing as well as new age platforms such as group mails, blogs, town halls, internal chat platforms, webinars, teleconference and so on to communicate with the employees and senior executives. The traditional business model has not disrupted but it is evolving and it essentially means broadening of services by IT players to take ownership of the entire spectrum of customer applications. My wife Anu runs an NGO called Titliyan, having sacrificed her promising career at the Canadian High Commission. We already have some aspect of XRetail being used by a large retail player in Latin America. We have about 900-plus accounts and our biggest opportunity lies in being a true partner to these customers and accounts. Transparency, communications and the ability to take swift decisions are some of the other aspects. I enjoy spending time with my family and close friends. Succession planning should not only be about reducing risk; it has to be about finding the best successors. Innovation and disruption happen within the organisation when a vortex of the following happens: Innovation is never just a word it’s a state of mind and at Tech Mahindra we innovate for the future. Also, we knew that we would not be able to get this across unless our broader vision of connectedness and experience was brought into the mould. Grappling with the likely fallout of the US government's proposed H-1B visa reform bill in the US House of Representatives, CP Gurnani, Managing Director and Chief Executive Officer, Tech Mahindra, hopes that things will become better once Prime Minister Narendra Modi meets US President Donald Trump, most likely in June. We will continue to look for such opportunities. Moreover, the exact nature of the CEO’s role is influenced by the magnitude, urgency and nature of the transformation; the capabilities and failings of the organisation; and the personal style of the leader. Secret Diary Of CP Gurnani Part-2 | ... We couldnât reach him so we decided to go to his house, where he was hosting a Diwali party. Ours is the first corporate garage for the start-ups that are an integral part of our business offerings. Reward and recognition, open communication, transparency in our workings and encouragement have all been key to successful leadership. ... which is why more and more organisations are willing to nurture in-house talent and make them ready for future roles. Thatâs when Mahindra turned to CP Gurnani, who was then heading international operations at Tech Mahindra, an IT firm owned by the Mahindra Group. Challenging conventional thinking has been our north star. ETTelecom.com brings latest cp gurnani news, views and updates from all top sources for the Indian Telecom industry. The era of the customer reaching out to the product is gone. In an interview with Amit Ranjan Rai, Gurnani speaks on his priorities for Tech Mahindra and how he plans to keep it ahead of the game in this age of disruption. Italian engineer and designer, Paolo Pininfarina with CEO and MD of Tech Mahindra, CP Gurnani Earlier we had reported that the Mahindra Group â¦ They should look at opportunities of co- creation and co-innovation. Once I got into the business side, the first thing I did was project management. Get more India News and Business News on Zee Business. b) A holacractic process (a process defined by what you do and not what is your designation) developed within teams and labs. In fact, this has a major impact on how we view digital — the new way of creating services and the new way of consuming and servicing them is dramatically changing the traditional customer-supplier equation and is driven by evolving technologies that offer a new lifestyle and insights. He has extensive experience in international business development, start-ups and turnarounds, â¦ CP Gurnani of Tech Mahindra weighs in on 5G networks, Huawei and the role that the IT industry plays in India's economy. It's a great opportunity for India,' Tech Mahindra MD and CEO CP Gurnani said at India Mobile Congress 2020. It’s the teams! "We have had 17.5% EBITDA in the previous quarter. This will help in giving a hand-holding to customers in order to have an empathetic connect with customers to understand challenges affecting them directly or their customers in turn and produce effective innovations. Success is never his alone. Bharat Biotech to begin Phase 3 humans trials in Punjab. Read breaking stories and opinion articles on Cp Gurnani at Firstpost. However, how each organisation deploys these strategies is what makes it different and successful. The good news is that whether it is the former or the latter, it is entirely within management’s control. Gurnani had taken the bull by its horn, turning around the crisis-hit company into an opportunity. In the CHANGE section, we enable our customers to change their service offerings/portfolio to their customers so that they are ready for today, tomorrow and the future. The biggest priority post the acquisition of Satyam was restoring trust among various stakeholders. At Tech Mahindra, we’ve created a corporate environment based on encouraging employee initiative, delegation of authority and strong career development. CP Gurnani is CEO and managing director of Tech Mahindra. Our daughter Sanya is an entrepreneur, who has graduated from the Harvard Business School, and is currently working in California. The biggest question is will machines or robots replace human beings, in this industry? We have been quite acquisitive in the past but our acquisition strategy has been largely selective in select areas, verticals and technologies. 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