Silicon India Sep 09 Issue

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BUSINESS & TECHNOLOGY siliconindia PUBLISHED SINCE 1997 IN THE U.S. & INDIA SEPTEMBER - 2009 SILICONINDIA.COM NEXT LEVEL EXPANDING CELL PHONE TO THE CellSpin Bobby Gurvinder Singh, CEO Contents August 2009 CellSpin Expanding CEll phonE to thE nExt lEvEl By Jayakishore Bayadi Bobby Gurvinder Singh, CEO Cover Story 14 06 [In My Opinion] 4 Important Entrepreneurial Lessons By Bharat Desai, Syntel 22 [Company Spotlight] EC Manage: Betting on Efficiency and Competency 24 [Technology] ROI f
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  CellSpin EXPANDINGCELLPHONE TOTHE NEXTLEVEL BUSINESS & TECHNOLOGY IN THE U.S. & INDIA SEPTEMBER - 2009 SILICONINDIA.COM PUBLISHEDSINCE1997 siliconindia BobbyGurvinderSingh,CEO  siliconindia |3| S e p t e m b e r 2 0 0 9 [InMyOpinion] 4ImportantEntrepreneurialLessons ByBharatDesai,Syntel[Infocus] H1-BRestriction:SiliconValleytobeHurt IndiansPaid20TimesLessThanUSEmployees CloudComputingITindustry’sLatestHype TalentDeficittoHauntIndianFirms Americans,BritonsvisitedIndiathemostin2008 [VCChakra] SimplyHiredRaises$4.6millioninSeriesDroundofFunding [CEOSpotlight][CompanySpotlight] ECManage:BettingonEffi-ciencyandCompetency ByJayakishoreBayadi[Technology] ROIfromWebExperienceManagement:MakingtheCase ByLorenWeinberg&ElaineChen,FatWireSoftware[Business] AJourneyinCEMCustomersPerceiveValueBasedonExpe-riencesTheyReceive [SI20Profile][Entrepreneur101] EntrepreneurialVision ByGunjanSinha[SiliconIndiaBlogs] 06101313222428434446 Contents August 2009 14 CoverStory ByJayakishoreBayadi BobbyGurvinderSingh,CEO CellSpin CEllphonEto thEnExtlEvEl Expanding IndianInfrastructureSectorPavingtheWayforTomorrow’sGrowth ByAnilSeth,ProjectsandMarketingLimited(SPML) Telecom–theGreatLevelerofSocialandEconomicStrata ByAnilNair,AvayaGlobalConnect(AGC) HavingLostitsCompetitiveAdvantage,TextileIndustryFacesDecline BySanjayKJain,TTLtd FutureOutlookforCementSector,Strong ByVinodJuneja,BrajBinaniGroup PharmaceuticalsHealthyFutureAhead ByRangaIyer,Wyeth IndianElectricalEquipmentsSectorSwitchingtoFasterGrowth BySunilSikka,HavellsIndia IndiaTheRoadAheadforRetail ByGovindShrikhande,Shopper’sStop IndianShippingIndustrySailingthroughaRoughWeather ByShriS.Hajara,TheShippingCorporationofIndia 3132343738394042  Publisher & Editor-in-Chief HarviSachar Managing Editor PradeepShankar Associate Editors  JayakishoreBayadiChristoJacob JayaSmithaMenon Senior Correspondents AnithaGovindVimaliSwamy Correspondent EurekaBharali Sr.Visualizer RaghuKoppal Online Manager SureshKumar Subscription Manager PMagendran M   ai   li   ng Ad   d   re   s   s SiliconIndia Inc 44790 S. Grimmer BlvdSuite 202,Fremont, CA 94538T:510.440.8249, F:510.440.8276 Business Development Manager Mona Sharma T :510.344.0450 siliconindia September2009 ,volume 12-08 (ISSN 1091-9503)Published monthly by siliconindia ,Inc. siliconindia’s circulation is audited and certified by BPA International. siliconindia is available throughmainstream retail outletssuchasBarnes&Noble,Borders,andTowerRecords.ItisalsoavailableatethnicAsianIndianstoresinmajorIndianhotspotsacrosstheU.S.Themagazineisalsodis-tributed at majortradeshows and conferences,including Comdex,InternetWorldandPCExpo.Copyright © 2009 siliconindia, Inc. All rights reserved. Reproductionin whole or part of any text,photography or illustrations without writ-ten permission from the publisher is prohibited.The publisher assumesno responsibility for unsolicited manuscripts, photographs or illustra-tions. Views and opinions expressed in this publication are not neces-sarily those of the magazine and accordingly, no liability is assumed bythe publisher thereof. siliconindia To subscribe to siliconindia Visit www.siliconindia.com or send email tosubscription@siliconindia.com SEPTEMBER - 2009 Editorial   I ndia’s maiden moon mission launched on October 22 last year was abruptly terminated, as the radio contact with the Chan-drayaan-1 spacecraft was lost last month. A mission life of two years lasted only for ten months. However ISRO scientistsclaimed that the mission was a great success and 95 percent of itsobjectives were completed.Government has set up an assessment committee to look intothe performance of the mission in totality. But what is more impor-tant for the team of Chandrayaan is to learn from the failure and bounce back with full vigor with the already announced Chan-drayaan –II.As Murphy’s Law states “Things will go wrong in any given sit-uation, if you give them a chance.” Or more commonly, “whatever can go wrong, will go wrong.”In the Indian context, it is a great challenge for the team from anemotional and social point of view since somehow failure is not re-spected in our culture. The social stigma and pressure attached tofailure poses the biggest challenge. This is perhaps one of the biggest stumbling blocks in building a Silicon Valley in India.As Randy Komisar, Partner at Kleiner Perkins Caufield & Byerssays, “What distinguishes the Silicon Valley is not its successes, butthe way in which it deals with failures. The Valley is about experi-mentation, innovation, and taking new risks. Only a small businessthat can deal with failure and still make money can exist in this en-vironment. It is a model based on many, many failures and a fewextraordinary successes.”Whether in profession, project or business, failures are boundto happen. By learning to bounce through repetitive process of suc-cess and failure, you will develop a resilience that will lead to thetrue business confidence that will ultimately determine our success.We at siliconindia always attempt to talk to entrepreneurs, busi-ness leaders, technology professionals across the ranks to under-stand some of the mistakes they did and their learning. We could allshare and learn from each other and in turn will drive the economy.As usual, please keep your contributions, feedback and commentscoming!Harvi Sachar Editor-in-Chief harvi@siliconindia.com   Learning from Failure  siliconindia |6| S e p t e m b e r 2 0 0 9 T he story of Syntel is one of transition and evolution. Imoved to the United Statesin the late 1970s whileworking for an Indian tech-nology services firm. Through my work as a consultant, I realized that there wasa significant business opportunity deliv-ering high-quality programming talent tocompanies in need of software expertise.I decided to further my education by at-tending The University of Michigan onnights and weekends, eventually earningan M.B.A.In 1980, my wife Neerja and I were both in graduate school and foundedSyntel (then called Systems Interna-tional) using our savings of $2,000. Westarted providing IT staffing services toDetroit-based automotive companies,and earned $30,000 in our first year of operations.We faced the usual challenges gettingthe business off the ground – landing our first customers, convincing people tocome work for us, and learning new setsof skills like legal, finance, and HR.We also had to address some of thenagging doubts that every entrepreneur faces, like the questions:  Is this really what you are most pas-sionate about?  Do you believe you truly have some-thing unique to offer?  As a fledgling company, how willyou attract large corporate clients?Answering these questionsfrankly and thoughtfully broughtthings into sharp focus, and changedthe direction of the company. It be-came clear that the long-term businessopportunity was in ‘taking the work tothe people’ rather than ‘bringing the people to the work’. It was then thatour mission began to change, and Syn-tel started to undergo its first transfor-mation.The catalyst was the revolution inglobal telecommunications that took  place in the early 1990’s, which was areal game-changer for the IT industry.From that point forward, the conven-tional ‘time and materials’ onsite-staffingmodel became passé and ‘globalization’ became the name of the game.As Syntel continued to grow andevolve into a global company, Iquickly faced another steep learningcurve. I experienced the same stark re-alization that every successful entre- preneur comes to face at some point or another. I suddenly lay awake at nighttelling myself, ‘How do we attract theright talent in order to grow the com- pany?’ There are two ways to addressthis challenge:1. Learn new skills yourself and try tocope with the increased complexityof the business.2. Recognize the need for quality tal-ent and establish a process to attractand retain the best people to growthe company. Entrepreneurial Lessons Im portant Bharat Desai  An exercise in continuous evolution and anticipation of trends; anticipating the direction the market is likely to take and staying ahead of the curve  By Bharat Desai The author is Chairman, Syntel in myopinion 4
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