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Kalzoom Advisors

Digitally-enabled India: 2019 can be the year

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The challenge will lie in preparing the new workforce with the skills and work culture they need to participate with the digital natives

Digital India was just a dream a few years ago and given the hype and hoopla in the last few months over farmer stress and loan waivers, anemic industrial growth, banking NPAs, many start-up failures and the alarming rise of joblessness, a cynical citizen could be forgiven for believing that all the missions we have heard about — Skills India, Start-Up India, Make in India and even Digital India — will have to press a reset button to have any hope of succeeding by the time India is 75 years old. But this would not do justice to several successes we have seen in the realm of digital and the real hope that many of us have that a digitally-enabled India could be the secret sauce for cooking up a more optimistic future for many of our countrymen. The year when we see real results could well be 2019.

Research conducted by McKinsey Global Institute in collaboration with the IT ministry a year ago had optimistically projected a trillion-dollar opportunity that beckons if we address all the possibilities of digital enablement. This will mean not just the tech sector contributing $300 billion or more by 2025 but many sectors — health care, manufacturing, agriculture, tourism and education — using the enabling power of the national optical fibre network and an array of digital technologies will transform product design, optimise processes and enable new consumer and citizen journeys. The good news is that India’s pace of digital adoption has been among the best in the world with more than a quarter billion Indians having gone online in the last five years and smart phone penetration — which grew from six per hundred people in 2013 to 23 in 2017 — is expected to continue its breathtaking growth rate in the foreseeable future.

The secret to success in the creation of a digitally enabled India is not to rush in with digital technologies without preparing the processes and culture for assimilation of new ideas and capabilities.

In every manufacturing company, from the very large to the micro SME, it has been seen time and time again that spraying IoT sensors on the shop floor is no formula to ensure smart manufacturing. It is important to build a data usage culture and move from a descriptive postmortem analysis of production and maintenance to a predictive and eventually prescriptive capability for shop floor output, supply and demand chain responsiveness, customer buying behaviour and employee willingness to be digitally responsive, The interplay of cyber with physical, whether it is humans working with robots or artificial intelligence used as an assistive and augmenting tool rather than for autonomous AI replacing humans, mixed reality — augmented and virtual capabilities to enhance production and warehousing productivity and “digital twins” to model every process and simulate outcomes before putting it into large scale deployment are all capabilities which the fourth industrial revolution is demanding. The very same principles, with some necessary tweaks can transform agriculture, health care, logistics and enable the true creation of e-government and smart cities and villages across the length and breadth of the country. Even the social sector is seeing the value of digital technology deployment and impact investment monies are seeking the intersection of technology and social upliftment to fund new models of development.

The McKinsey report pointed out that while IT and IT-enabled services, electronics manufacturing, e-commerce, telecom services and e-payments would contribute half of the trillion dollar digital economy, the other half would be made up of new and emerging digital ecosystems — digital product and service creation and delivery, smart grids and digital power distribution, e-marketplaces for private and government services and larger participation of shared economy players not just in transportation and hotel rooms but every segment of the services economy. The challenge of course will lie in preparing the new workforces with the skills and work culture they need to participate with the digital natives to create new economic models and benefit from them. The nation is approaching a state of readiness to take up the digital challenge and convert it into national and global opportunities.

Understanding Chatbots and Their Market Potential – Fireside Chat with Mindbowser and Light Information Systems.

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Read the transcript of the discussion between Ms. Uma Nidmarty, Lead Consultant – Kalzoom Advisors & CEO – Lectrotek Systems, Mr. Ayush Jain, CEO & Co-founder – Mindbowser, and Mr. Animesh Samuel, Co-founder and Chief Evangelist – Light Information Systems.

Uma Nidmarty: So how would you define what a chatbot is?

Ayush Jain: My most layman definition of would be, chatbots are chat and bots. So now bots are anything robotic, anything automation. And then on the chat, I see it as more of an umbrella – it could be just a chat or it could be even a voice assistant or it could be any kind of program that you put in information and get out information.

Animesh Samuel: Its automated conversations. However, just a machine to give an automated conversation or an automated response is not going to suffice. In this era, data is of prime importance and especially unstructured data is very key. So if a machine is able to read and understand text like a human then what happens is that you don’t have to actually look out for a keyword but you can understand semantically what a person is talking. The machine can use both the rules that are set there and when it is trained on a neural network is able to respond proactively, intuitively to the user and the user’s needs.

The best advantage that chatbot has over a human is that machines don’t forget. So any conversation can be taken and can be dealt with that.

Uma Nidmarty: How far along do you believe we have come as relates to the AI component of chatbots and how much further do we have to go? From all our conversations so far we seem to feel that chatbots still come across as a very transactional element. So what is your opinion on that?

Ayush Jain: So what I think is that it’s just the beginning, though in fact the beginning has been in place since the 1960’s. That’s when, in fact historically chatbots came into existence. The pace of that growth has definitely become exponential now in the last two to three years.

However, we are just looking at the tip of the iceberg.  Being in technology since the last ten years, we can see how technology has been changing and making our lives better exponentially. We can definitely say that chatbots are here to stay. The AI component that is the primary requirement for the chatbot industry to grow and to survive is going to become better and better.

Animesh Samuel: So when you talk about AI, ever since the 1950’s there have always been these waves about AI. When first it was proposed by Turing that a machine could think and make a decision, it was considered preposterous. To make it possible there were two factors that were not existing earlier but which exist today. One is the kind of computing power, the GPU’s that you need, the teraflux of computing power that you need to process all this data, and to learn to put it on a learning model or a deep learning network. And the second aspect of it is also the collaborative nature of the environment today.

So today people are happy to open API’s, people are happy to collaborate. Like our platform is consumed by the likes of Persistent Systems and Capita etc. where they are using our platform to build solutions for their end clients.

Uma Nidmarty: So given that chatbots today predominantly seem to pervade our mind space as relates to consumer activities. How do you think this translates across industries like manufacturing? Where do you feel the real gold mine is?

Ayush Jain: I have been a big advocate on the power chatbots can bring in areas such as governance. For example, the government today has applications, the government today has websites. But what happens is that all these things require a learning curve for the user. The information could be there, but the user cannot access it. The real beauty of the chatbot is that you can make it you so simple for anyone to understand. So now no one has to tell you to learn the website and understand where this information could be or which tab to put into. So with chatbots, all and all we see a future where these things become more seamless i.e. there is no learning curve, there is no installation etc.

Animesh Samuel: In the manufacturing part or the industry part of it, we are doing use cases like for example for Tatacom where a CXO level person, if he wants to approach a prospect – Typically an analyst would have to go through tons of data online. You know who you are meeting? What’s their background? Their hobbies, where they went to school? What’s their company’s strategic focus? Strengths, weakness etc. So typically on a platform like ours, you are able to get that information real time and the beauty is how it gets dispersed by a chatbot.

In an industry or an enterprise, there is a lot of unstructured data. There is a lot of soft communication on the platform like Skype and also chat about the enterprise outside. Any enterprise will have a social footprint today. People, employees, suppliers etc will be talking about the organises. So there is a lot of data in an unstructured format that’s out there which can be made accessible to the right person via chat and at the right time. So in that sense, the industry has a lot to benefit from making sense out of all this data that is there.

The growth of unstructured data is about ten times more than that of structured data. Also, the unstructured data is in silos.

Uma Nidmarty: So you both have talked about chatbots. What they are? And the tremendous opportunities it presents across multiple areas and applications. What do you think are the top three challenges in actually building and investing in this infrastructure as an IT services company?

Ayush Jain: I think you know as an IT services company the challenges are: one- because chatbots they have no UI. They have no other differentiator. The biggest differentiator is your NLP engine, is your AI. So you know as an IT services company you either have to invest in building your own AI/NLP which is totally very difficult. Or you have to find the right partners. In fact, one of the things like Animesh mentioned like companies like his who are the NLP experts and a company like Persistent or a company you know the other IT services company could partner together. Because as an IT services company to be able to cater to the demand and you got to be able to solve your customer’s problem. That can only happen when you have the right NLP and AI in place for the chatbot to really function. Chatbots do backfire. If the right engine is not in place.

So that’s one thing. The second thing is as an IT services company the other thing that relates equally is that the differentiators are really difficult in this space. Because again apart from your interface or your NLP and stuff you don’t have anything else that you can show. Therefore, what we have found a sweet spot is that more and more IT services company are focusing on certain industry segments through which they can build case studies. Or through which they can build their experience or work with multiple partners and figure out what works best. And third is of course educating the customers. A lot of companies are still in the thinking mode and still not open because they don’t realise the value of the chatbot. And last of course is finding good people. So these are the challenges that I see as an It services company for chatboats.

Uma Nidmarty: How about you Animesh?

Animesh Samuel: As a deep tech company, we do not have any domain knowledge apart from the core tech that we are building. It becomes very imperative for us to find the right partner, the right services company who is able to use our technology and deploy it to their clients.

Uma Nidmarty: So I think we have run out of time. And I really want to thank you both for your time and the excitement that you both show around this new technology.

cybersecurity, InstaSafe, ABM Knowledgeware, Deloitte Technology Fast 50 India 2018

Seizing the cyber security opportunity – in conversation with Mr. Sandip Kumar Panda, CEO, Co-founder, InstaSafe

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Mr. Sandip Kumar Panda in conversation with the Kalzoom Team – Achieving a growth rate of 101% over the past three years and being recognized as the fastest growing technology company in the Deloitte Technology Fast 50 India 2018, InstaSafe is all set to diversify and go global to solve critical needs of the customers in the cyber security space.

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IoT, Industry 4.0, Infinite Uptime, OPEX Chemical Summit 2018, CII

Seizing the Industry 4.0 opportunity – in conversation with Mr. Raunak Bhinge, Managing Director, Infinite Uptime

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Industry 4.0 is no longer a future trend. Manufacturing companies are capitalizing on the innovations brought by young technology companies like Infinite Uptime. Having recently raised $5 Million in Series A funding, Infinite Uptime is poised for the next phase of growth.

Raunak Bhinge walks us through the company’s journey and future growth plans

1. What has been the journey of Infinite Uptime? And what are the key drivers for your success?

Infinite uptime was started in the U.S. towards the end of 2015. That was when the product development started. We started with a few angel investors where we got the first initial funds to develop the product.

We came to India in January 2017 and that’s when we raised our seed round. We started going to market in about July 2017. The response from the market has been really good. We have been lucky that we have hit the market at a time when the industrial IoT space has just started to take off and is now is reaching a hockey-stick curve in the product development cycle.

Apart from India, we have a team in China and in the U.S. The team in the U.S. is mostly focused in research and development. And, we have sales channel partners in the U.S., Australia, and other countries.

2.You have mentioned in news articles that 80% of your customers are in India. What has been your experience with the Indian manufacturing sector? Is adoption of Industry 4.0 pervasive or only focused among the large players? What is the opportunity?

The market is quite fragmented in the manufacturing industry. There are a lot of small & medium players and a few large players – few as in few hundreds. Currently the adoption starts with the large companies. Large players are trying out different forms of industry 4.0.
The adoption among the small & medium companies is low because they are more driven by a P&L kind of a system.

How pervasive it gets, we will see with time. However, at least everyone’s trying it out. You never hear a “no” in the industry today. This was probably not the case about five years’ back or even three years back.

There are a large number of small & medium sized companies who are exploring solutions such as ours. But they are looking for the RoI proof with the large players before they jump into it.

3. From a sales point of view, what is your approach in reaching out to a small & medium players and large players?

The market has a very large number of small & medium players, so to go to them directly is not feasible for most IoT companies. We mostly use a channel and system integration partner distribution network for sales. We do pilots with both the SMEs and large players. It is such a new concept that until and unless they see the benefits they won’t spend on it. Our strategy is the same for both, and that’s how it will be. Whether you are one machine, one manufacturing line, or 100 you want to see results before you invest.

4. You recently raised $5 million in Series A funding. What are your growth plans?
We plan to channelize most of it in team building. We are building a pretty substantial team here in India. We have some USPs in our product. We want to focus and ensure that we always stay on the top of that. Our focus is to get a good R&D and a good innovations teams and build on top of that. Also, customer acquisition is going to be very critical for us.

5. What are the challenges that young companies like you face that might hamper or hold you back from scaling the business?

We have been lucky to hit the market at this point of time in IoT. The timing matters a lot. If we had started five years back, we would be struggling to get this kind of market traction.

For us the barriers are not on the market side or the adoption side. Our challenge lies more on the ability to execute well and better than the other players. It is mostly on an execution and on innovation fronts where we need to build up and thereafter build the business on those USPs.

6. You are mostly concentrated in manufacturing. Can your solution be used in other verticals like retail, healthcare etc?

No, we are very focused in manufacturing and we will continue to do that for at least the next five years. We are not a horizontal solution that can be used by anyone and everyone. Our USPs are specific to certain types of equipment’s and we would like to keep it that way.

7. What would you suggest a company that wants to get into Industry 4.0 sector now as a solution provider?

The point we would like to mention to new companies is that they should find their niche and should be focused on certain problems and be very focused on certain technologies. They should choose to specialize across a vertical rather than a horizontal where they can scale much faster. Horizontals have already been established, so being yet another horizontal won’t help.

Grow-Buy-Sell: Maximising Enterprise Value-Fireside Chat with Dr. Ganesh Natarajan, Chairman-5F World & Mr. Douglas Land, Founder & MD-The Chesapeake Group

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Read the transcript of the discussion between Dr. Ganesh Natarajan, Chairman-5F World & Mr. Douglas Land, Founder & MD-The Chesapeake Group.

Ganesh: We’ve all seen in India the phenomenal growth of the IT Sector initially in the 90’s then it kind of tapered off, then we found a new vein of growth in terms of e-commerce, digital etc. And today of course, every company is either posing or is really a digital firm.
So, were do we think we are going? What is the real opportunity in the sector?

Douglas: I love your use of the word posing in that question. Because indeed it has been fascinating to us to see so many of the companies we work with have re-branded themselves as digital, when indeed their still doing the exactly what they’ve done in the past.

But coming back to your question, kind of where we see it today? Essentially in the initial growth phases of the business you largely saw the benefit of labor arbitrage and resource availability driving the growth. India had incredible talent and they were able to provide that talent to global enterprises at a very reasonable price.

So those two factors alone, allow for 20 to 30 % annual growth with really very little impediments to stop that growth. I think what you’ve begun to see is that pure labor arbitrage – cost differential is no longer enough to sustain long-term growth in the industry. Firms really are beginning to have to focus on providing specific technological advances, technological specialties; again to combine with an amazing set of resources that are available here in India. There is no other place where the quantity of qualified, really spectacular technical resources are available. But cost differential is just not enough to drive the market anymore.

Ganesh: So what does that mean for mid-tier companies? If I were the CEO of a 200 to 400 million-dollar company, what should I worry about and where would I look at M&A or acquiring companies to really make me more successful in the long run?

Douglas: Let me start of by saying, the premise to your question would petrify me. Being a mid-tier 3 to 500 million-dollar undifferentiated IT services company today, I think would be incredibly difficult. I think that the larger firms have gotten much better at really capturing full-market share from their clients. And there are dozens of really exciting smaller firms that are specialized in some of the new technologies. So, that middle market is an extraordinarily difficult place to be right now and I think those are the firms that are really going to need to change their model extensively in order to continue to perform. And I think that’s why I have seen a fair amount of M&A in this space and a fair amount of consolidation.

Looking at two large deals in the last few years with iGate getting taken out of the market and recently other firms of that size have decided to sell out because that is a very tough competitive market. If you are still in that space, I really believe the only way to maintain consistent growth and competitive advantage is to really pick some very specific areas where you’re going to be able to differentiate yourself from either some of the smaller who have specific technologies or specific technological advantages or the giant global SI’s, who really can provide full-service to your clients. That mid-market is probably the most challenging.

Ganesh: So Douglas what I hear you say is that, if you’re a medium sized company, there is no point in doing M&A just for bulking up. But it’s probably good to do it either for a location advantage (if you want to enter a new territory) or definitely for a capability advantage if you are looking at a company which has a demonstrated capability in a specific space. So is that the way you should think about it?

Douglas: Let me respond two ways. If you are looking to continue to grow and be relevant in the market, absolutely need to focus on some specialization. Either around some very specific industry verticals, because if you can become for instance very specialized around financial services so the clients actually come to you for solutions to their business problems, you can be a mid-size firm and be very successful.

Or if on the other hand, you have some very specific technological specialties around some of the new technologies; for instance, knowing how to leverage the cloud in a very business specific way can also be valuable. But I do want to give one other comment.

While I was somewhat negative on the generic mid-size space, we do know a few firms who are actually bulking up and becoming essentially cash cows. We kind of call them the widowed firms or the old maid firms. They have some very long-term clients and are able to maintain regular relationships with those clients. But they aren’t really growing, they aren’t moving into new technologies but by being incredibly tight with costs, they are able to generate decent cash flows and are actually going to generate decent cash returns over a period of time. They are kind of more in the harvesting or cash cow mode as opposed to leading technology.

Ganesh: Moving to the opportunity for the smaller firms. If I am running a 20 million-dollar company and I have some pretentions or some capabilities in digital, what is the path for the next five years to ensure that the company realizes value for the efforts put into the business?

Douglas: Some of the most successful firms in that space are ones that have specialized almost completely. One of our clients, Model Matrix only focused around salesforce and AWS. So it was a cloud-based focused business with salesforce being their primary focus. And they essentially said “no” to most other business. Now they didn’t grow at 30 or 40 percent a year, but their specialization allowed them to be known in the market for what they did and they were able to command a premium pricing, which led to a very successful exit.

So that’s one direction. The other direction would be to really create a portfolio of services around new technology.

Ganesh: So how does Chesapeake work?

Douglas: Again, coming back to some of my earlier comments, what we really look for is companies that have kind of laid out a fairly specific strategic plan and have been willing to execute on it, even when its little bit painful. Even when sometimes they go through some bumps in the road but then overcome them.

The one thing I will say is that we are finding that more successes come with companies that are willing to take on some outside capital. The reason being that it gives them a lot more flexibility in making strategic decisions rather than making decisions based in cash flows. Across the board, we’ve seen greater value being created with companies that have been willing to bring in a capital partner and use that capital to leverage their strategic advantage.

Ganesh: So if you’re to give one word of advice to a young entrepreneur who is looking at building enormous value over the next three years and has kind of built a successful company, what I hear you say is – choose to focus, make sure that you have a capital partner, and at some point of time you encourage them to buy more companies smaller than themselves or sell out entirely?

Douglas: Both! The answer is that if there is a good strategic fit and there really is an opportunity to enhance the strategic direction that you’ve chosen, M&A is actually generally quite successful in building overall enterprise value.

Coming back to the earlier comment though, I wouldn’t do M&A just to bulk up for revenue. In my view that will only decrease the enterprise value. We represent a number of larger SIs in their acquisition program and those that are really disciplined are the ones that have been the most successful.

Ganesh: That’s very interesting. Do you think that as next few years, we will see a lot more transactions in the space? Young companies will start merging with larger companies and larger companies will actively seek more acquisitions?

Douglas: The way Chesapeake looks at it; this is the third phase in the SI maturity market. It is going to be very rare that you are going to see the replication of companies’ like Infosys and Cognizant that started at 25 million and are at 5 billion revenues somewhat organically with M&A along the way. That is not what’s going to happen in today’s market.

That kind of organic growth is just not where this market is. This will result in significantly more consolidation and recognition that you really are often better creating strategic value together than just kind of continue on an organic path.

Ganesh: What I hear you say is that you are still positive about the opportunity for both the small and the medium companies in software and IT services?

Douglas: Some of the mid-size companies that have created incredible enterprise value in the last three or four years. We’re seeing those firms commanding market topping prices. It is a little bit surprising to me right now seeing the value that is created if you are a focused operation. Again, on the other hand, for the undifferentiated or generic companies, it is very difficult to even find a buyer today.

However, we don’t know how long this market is going to maintain. This is looking like a little bit of cyclical high but this could last for quite some time because there is a demand for these new technology skills and there is still huge demand for real skills around digital transformation.
Ganesh: Thank you very much Douglas. It was a pleasure talking to you.

So what we’ve heard Douglas say is very interesting. On one hand he is saying that software services as a sector is changing and there is no pulling back the good old days where you could be a 25 million-dollar company and organically aspire to be a billion or two billion. So you have to take some positive actions.

I think his view is that if you’re a mid-tier company you could either decide to be just a cash flow generating company or you could be very significant to you customers in the digital market place. And for that, there is a value in looking at acquisitions.

His advice to larger companies is to look for the right dance partners who can actually take them into the world of digital.

For the smaller companies, I see a lot of positivism in what Douglas has said. Smaller companies should either choose one segment to dominate or a small basket of services where they can create value for customers. They should look at strategic acquisition and not for bulking revenues. And beyond a point, to really release some of that value with their capital partners, they should may be consider selling or raising more funding etc. So I think it’s an interesting journey we are talking about. Clearly, Douglas has shown with his wisdom that there is huge optimism in the sector, but I think all of us, people running small companies, medium companies will have to take the right steps. Look at capital raising, look at opportunities to buy and even sell as we grow and become successful companies in the industry.