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. Transparency, communications and the ability to take swift decisions are some of the other aspects. Sunday, September 27, 2020. Within a year-and-half, the company that most industry pundits predicted would not survive, now christened Mahindra Satyam, was back on track. The era of the customer reaching out to the product is gone. A failure is never the teams — it’s his/hers. C P Gurnani, MD & CEO, Tech Mahindra shares his insights on Winning in the Age of Disruption at AIMAâs 4th National Leadership Conclave 2018. Politics. The new brand tagline is “Connected World. For organisations to be successful, I believe it’s important for them to nurture a culture that enables their employees to be aligned to the core purpose and follow it. The Indian IT services industry owes its origin to cost arbitrage, so in a way, the industry has traditionally been heavily people-dependent. It’s the teams! The biggest question is will machines or robots replace human beings, in this industry? To build such a workforce, leaders must themselves demonstrate agility and embed it into the way work is done throughout the organisation. However, with an unyielding fortitude, he not only scaled every challenge victoriously, but also acquired profound wisdom from each one of them. The next step — developing a vision — helps us determine the destination. 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. CP Gurnani, MD & CEO, Tech Mahindra, said, âWeâre delighted to welcome BORN Group to the Tech Mahindra family. He has extensive experience in international business development, start-ups and turnarounds, â¦ The opinions expressed in this commentary are his own. 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. These factors motivate! A year or two back, the discussion, when it came to digital, was on DevOps and automation. ... which is why more and more organisations are willing to nurture in-house talent and make them ready for future roles. Innovative start-ups and disruptive technologies have together created exciting times for our country. Tech Mahindra has successfully created a Great Place to Work FOR ALL their employees as they have excelled on the 5 dimensions that are a hallmark of a High-Trust, High-Performance Cultureâ¢ â Credibility, Respect, Fairness, Pride and Camaraderie. 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. 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. Report from TiECON Mumbai 2016 Mumbai, 7 Jan 2016: CP Gurnani (CP) is credited with playing a key role in the merger of the ill-fated Satyam with Tech Mahindra. A distinctive leadership framework — one that defines success quotients — provides direction on what it will take to lead and shape organisations in the future. Gurnani had taken the bull by its horn, turning around the crisis-hit company into an opportunity. The other big challenge was how we hold on to available talent while simultaneously being able to attract new talent into the system. In 2013, Mahindra Satyam merged with Tech Mahindra, and it is today the fifth- largest IT services company in India with $4.05 billion in revenue and $477 million in net profit (March 2016), and over 100,000 employees. Strategic planning is a way to help an organisation be more productive by helping guide the allocation of resources in order to achieve goals. For us, the Mahindra’s core purpose of challenging conventional thinking has been our North Star. Now it is the service that must seek out the customer and that too through peer influence and not the conventional media. During the restoration, we had to deal with many challenges. He oversaw the transformation of the merged entity, Mahindra Satyam, and its integration with Tech Mahindra. 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. CP Gurnani | Print Edition: February 9, 2020. Things like automation and DevOps to ship products and changes to customers faster, cognitive computing, artificial intelligence (AI) and machine learning to draw inferences from the data and challenging the given norm of doing things by applying innovative yet sustainable techniques are some of those pillars which have and would continue to have profound impact on the outsourcing industry in the near future. ... Research & Publishing House Office No. These include Entellio, a chatbot-based platform which is being developed as “conversation as a platform”; XRetail, a platform similar to Amazon Go and that uses sensors, artificial intelligence, robotics and augmented reality for the retail sector; and a platform for internet videos (IVP). 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. In 2009, when Anand Mahindra acquired the scam-hit Satyam Computer Services — the IT major whose founder B Ramalinga Raju had cooked its books to the tune of $1 billion — 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. We knew that the technology world would only become focused on something called “smart machines”. CP Gurnani, MD of Tech Mahindra, talks about the currency of people management and how it's helping create India 4.0. To further expedite the process, decisions should be based on guiding principles rather than on a fixed set of rules. Tech Mahindraâs CP Gurnani, MD & CEO and Manoj Bhatt, CFO, talk about the quarterly numbers that the company has posted, margins, $290 million deal win, future of digital contracts and recovery in the global market among others during an exclusive interview with Swati Khandelwal, Zee Business. 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.”. 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. Italian engineer and designer, Paolo Pininfarina with CEO and MD of Tech Mahindra, CP Gurnani Earlier we had reported that the Mahindra Group â¦ We would be opening one lab in Ipswich (UK) very soon and we have a customer co– innovation lab in the US. By doing our own incubator we want to give our employees new opportunities and generate ideas out of these smart engineers that we have in the company. The life of CP Gurnani has been a saga of innumerous transitions. This perhaps looks quite far-fetched, but certainly a lot of the low-end repetitive and mundane works in the industry is increasingly mechanised. Gurnani will take on the new role as Chairman of NASSCOM effective 6 April 2016. We will continue to look for such opportunities. Mr CP Gurnani, the CEO and Managing Director of Tech Mahindra, is the present Chairman of NASSCOM for FY 16 â 17. This acquisition augments Tech Mahindra’s digital portfolio — digital strategy, service design and customer experience. Companies are banking upon big data and analytics. Finally, we translate goals and strategies into concrete action through the development of objectives. His leadership style encourages entrepreneurship and empowerment, rewards and recognition, open communication, and transparency. Thatâs when Mahindra turned to CP Gurnani, who was then heading international operations at Tech Mahindra, an IT firm owned by the Mahindra Group. This is making most of the ways of doing things exceptionally well in the past invalid in this new environment. If you look at our acquisition history, leaving aside Satyam, you won’t find any big bang or large acquisition. Watch him speaking at the â¦ Aarogya Setu: Six Questions for the Centre on the COVID-19 Contact Tracing App. Our growth strategy is based on markets or geographies as we call in our terms, product portfolio or service lines and an organisation structure that enables it to deliver on the goals we have set for ourselves. CP Gurnani is CEO and managing director of Tech Mahindra. TechM Next today has the presence in the Valley and Israel to tap into the opportunities and talent in companies that are starting in the B2B space. The lines between my personal and professional are fairly blurred. In order to align with that strategy, we have recently changed our brand positioning to reflect that. Born in the fatherland of Central Reserve Police Force- Neemuch, Madhya Pradesh, CP Gurnaniâs childhood was spent in various cities of Rajasthan like Chittorgarh, Kota, Jodhpur and Jaipur due to multiple transfers his fatherâs job at Central Bureau of Narcotics offered. CP Gurnani of Tech Mahindra weighs in on 5G networks, Huawei and the role that the IT industry plays in India's economy. My wife Anu runs an NGO called Titliyan, having sacrificed her promising career at the Canadian High Commission. 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