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It is a vast org and honestly, it depends on which team you are placed in. Same goes for TCS too.Sumeet wrote:does anyone know how is to work for IBM Global Services India as a fresher out of college ? Is it a good launch pad compared to TCS ?
+1 : gone are the days when companies like TCS would ensure rotation across technologies, type of work (maintenance, support, development, testing), domains before allowing newbies to choose what they want to do. I guess I was lucky but then those were prehistoric times.sum wrote:Its all a lottery for the freshers.
Entrepreneur Marc Benioff is afraid of him. Venture king Mike Moritz wants to invest in him.
You have never heard of Sridhar Vembu, founder and CEO of AdventNet, the company behind newly launched productivity suite Zoho.
Vembu has stretched this virtue to extreme limits, and added layers and layers of creativity upon it. The result? A 100%, bootstrapped, $40-million-a-year revenue business that sends $1 million to the bank every month in profits.
Doing what? you might wonder.
Selling network management tools, to be precise. But with a unique twist. Vembu employs 600 people in Chennai, India, and a mere eight in Silicon Valley. Imagine what that does to his cost structure!
Not only that, in India Vembu's operation does not hire engineers with highflying degrees from one of the prestigious India Institutes of Technology, thereby squeezing his cost advantage.
"We hire young professionals whom others disregard," Vembu says. "We don't look at colleges, degrees or grades. Not everyone in India comes from a socio-economic background to get the opportunity to go to a top-ranking engineering school, but many are really smart regardless.
"We even go to poor high schools, and hire those kids who are bright but are not going to college due to pressure to start making money right away," Vembu continues. "They need to support their families. We train them, and in nine months, they produce at the level of college grads. Their resumes are not as marketable, but I tell you, these kids can code just as well as the rest. Often, better.???
With that rather unique workforce of 600 engineers, Vembu has not only built an excellent, cash-cow, network tools business, but he recently launched Zoho, which is getting a lot of buzz in the Web 2.0 community.
Why?
Well, Zoho does everything that you would do with Microsoft Office. It also has a hosted customer relationship management service that is free for very small companies and only costs $10 per user per month for larger ones. It competes with Salesforce.com (nyse: CRM - news - people ), which charges $65 per user per month.
Dont a lot of the ministries buy from ITI? My personal concern is not Huawei listening into BSNL/MTNL PRI links, but rather listening to the various PBXes that exist in each ministry building...Singha wrote:from lightreading. looks like they are planning to oust AlcaLu from the cozy ITI relationship and guarantee on part of BSNL orders.
Huawei to Invest in India
January 11, 2010 | Ray Le Maistre | Post a comment
7:00 AM -- Huawei Technologies Co. Ltd. plans to invest $500 million in its R&D capabilities in India during the next five years, adding 2,000 staff to take its workforce there to 6,000, reports the Financial Times.
The Chinese vendor is also interested in buying three manufacturing facilities from state-owned vendor ITI Ltd. , according to the Business Standard .
Huawei is keen to make clear its commitment to the Indian market and to allay any fears that it may be a security threat, a charge that has been leveled against the company since it started winning significant deals in India.
— Ray Le Maistre, International Managing Editor, Light Reading
Tanaji wrote:Dont a lot of the ministries buy from ITI? My personal concern is not Huawei listening into BSNL/MTNL PRI links, but rather listening to the various PBXes that exist in each ministry building...Singha wrote:from lightreading. looks like they are planning to oust AlcaLu from the cozy ITI relationship and guarantee on part of BSNL orders.
Huawei to Invest in India
January 11, 2010 | Ray Le Maistre | Post a comment
7:00 AM -- Huawei Technologies Co. Ltd. plans to invest $500 million in its R&D capabilities in India during the next five years, adding 2,000 staff to take its workforce there to 6,000, reports the Financial Times.
The Chinese vendor is also interested in buying three manufacturing facilities from state-owned vendor ITI Ltd. , according to the Business Standard .
Huawei is keen to make clear its commitment to the Indian market and to allay any fears that it may be a security threat, a charge that has been leveled against the company since it started winning significant deals in India.
— Ray Le Maistre, International Managing Editor, Light Reading
The co claims that 43% of the total workforce of 87k+ is involved in R&D. According to them, it is their strongest weapon in their 'long march' to No.1. The ratio used to be close to 50%, and has come down over the past two years. India specifically has 'ownership' of certain product lines within the overall biz, hence the desire to expand the numbers I guess.Singha wrote:huawei is different. they have "clone" a few things in the basement but are fully capable and developing original and cost effective products(after chinese govt hidden subsidies) that are grabbing share bigtime worldwide. they correctly estimated the
cellular infra industry in developing lands, optical transport and enterprise markets were easier to crack than the big name service providers in OECD and went for it. so alcalu/nokiasiemens/ericy/fujitsu are feeling the heat from them more than netz/jnpr probably.
I believe they are 2nd or 3rd largest telecom eqpt co now.
ZOHO great product i came across.. but this big news to me very exciting. Never excited about Indian IT industry.a_bharat wrote:The Smartest Unknown Indian EntrepreneurEntrepreneur Marc Benioff is afraid of him. Venture king Mike Moritz wants to invest in him.
You have never heard of Sridhar Vembu, founder and CEO of AdventNet, the company behind newly launched productivity suite Zoho.
Vembu has stretched this virtue to extreme limits, and added layers and layers of creativity upon it. The result? A 100%, bootstrapped, $40-million-a-year revenue business that sends $1 million to the bank every month in profits.
Doing what? you might wonder.
Been there done that. Thanks to a non-engineering degree I was summarily rejected by many a company during my initial days in the career. That was the time when IT companies demanded a B.Tech/BE even for the office boys in their places. Luckily some of the MNCs did not have this ridiculous demand so managed to come out of this.KrishnaMu wrote:Even big companies I used to for analytical all the tests cleared tech interview and onto HR. HR no engineering degree no jobs.
Some of the big IT majors in India have now started actively scouting for India based projects. Especially big ones from PSUs or Govt. agencies. That I feel is a good move. Earlier the same companies had kept away from the Govt. companies citing the reason of corruption etc. Infact one of my dreams is to make a few more foreign trips, see the world and then slowly move into on of the Govt.of India IT projects.They have to look for big projects in domestic market (at last)
Very very true. The sooner Indian talibs learn that in school and college - the better. Computer Software Engineering (compared to pure sciences like Physics, Mathematics etc.) is still a fairly simple and primitive field of study. Hence, one doesn't need a long period of study to innovate in it and make something truly revolutionary - What one needs is grasp of some basics (easily done), independent thought process and a keen mind for ideas which fulfill a need.KrishnaMu wrote:It is funny most big IT products developed by innovators and visionaries are from non-engr background. Its the problem solving skills and logic not degree matters.
I do not know in which part of India you did the survey. But in the Soviet Socialist Republic of Kerala around 10-20 years back every single Govt. sector employee was against computerisation. Commie goon gangs like SFI even came up with ridiculous theories that using computers would lead to health problems etc. The unions (primarily commie led) ones said computers would through out the jobs of many people. These were the same gang who opposed tractors and modern farming techniques a couple of decades earlier. And now we see the results of itKrishnaMu wrote:Most of the non-computer literate think and fear they wont be any jobs left if every thing computerised. It is hard convince public sector in India “computerization” will speed up and not to replace entire work force.
.I guess people in general have understood the merits of computerisation. Organisations like the Railways and various Banks have shown the advantages of having a good computer network. People now know that to get things done quickly computerisation is a must. Even the most laziest of the lot (for eg. Kerala Govt. employeesRamaY wrote:This was the mindset in 90s. Nowadays most of Govt departments receive IT projects and services with +ve mindset.
) now realise the benefits. If these govt. employees don't want it, people have started demanding it. At the end of it, politicians cannot ignore these demands for transperency and quickness. And thanks to internet blogs etc., people of one state can know how their state is faring in computerisation when compared to others.Mumbai: After missing at least three internal deadlines, the Passport Seva Project, which aims to issue passports in three days compared with the current 45, is finally expected to be launched in “a week or two”, said a senior official at the ministry of external affairs.
“The infrastructure is in place, the software glitches have been fixed, security issues have been addressed,” the official, who did not want to be identified, said. “Everything has been fully tested. We are just giving final touches and hope to make an announcement (launch) in a week or two at the most.”
The ministry had hired the nation’s largest software exporter, Tata Consultancy Services Ltd (TCS) in October 2008 to implement the Rs1,000 crore project, India’s largest e-governance programme on a public-private partnership (PPP) model.
A TCS spokesperson said in an email that the company, as a policy, didn’t comment on individual clients.
Apart from reducing the time needed for issuing new passports to three days from up to 45 days now, after police verification, the project has a fast-track component for issuing passports on the same day an application is submitted, a process that now takes up to 14 days.
The new model will also allow people to submit their passport applications online and maintain a central database that can be accessed by both the police and passport officials, speeding up the police verification process, a bottleneck in the current process.
According to the initial agreement between the ministry and TCS, an internal pilot study was to be launched in Bangalore and Chandigarh in March 2009.
This was to be followed by a roll-out of the project in these two cities three months later in June, followed by a nationwide launch, comprising 77 Passport Seva Kendras and incorporating the 37 regional passport offices, by January 2010.
When the June date was missed, the internal deadline was first moved to October and then to November. Both were not met.
On 13 October, the Hindustan Times reported, quoting an unnamed ministry of external affairs official, that the government had sent a notice to TCS asking it to pay a fine of Rs2 lakh for every week of delay.
The ministry official did not say when a national roll-out was likely.
As of now, Bangalore will go live first, followed by Chandigarh, Amritsar, Ludhiana, Mangalore and Hubli, which are currently in pilot phase.
In December, when a parliamentary standing committee on external affairs pulled up the ministry for the delays, it contended that software development was an “external dependency” and hence it was not in a position to commit on a date for launching the project.
News agency IANS had reported on 19 December that the All India Passport Employee Association had sought the intervention of Shashi Tharoor, minister of state for external affairs, to review the project in view of the delays. The association has a membership of nearly 2,400 employees from regional passport offices across the country.
Microsoft’s huge profits — $6.7 billion for the past quarter — come almost entirely from Windows and Office programs first developed decades ago. Like G.M. with its trucks and S.U.V.’s, Microsoft can’t count on these venerable products to sustain it forever. Perhaps worst of all, Microsoft is no longer considered the cool or cutting-edge place to work. There has been a steady exit of its best and brightest.
What happened? Unlike other companies, Microsoft never developed a true system for innovation. Some of my former colleagues argue that it actually developed a system to thwart innovation. Despite having one of the largest and best corporate laboratories in the world, and the luxury of not one but three chief technology officers, the company routinely manages to frustrate the efforts of its visionary thinkers.
...
Not everything that has gone wrong at Microsoft is due to internecine warfare. Part of the problem is a historic preference to develop (highly profitable) software without undertaking (highly risky) hardware. This made economic sense when the company was founded in 1975, but now makes it far more difficult to create tightly integrated, beautifully designed products like an iPhone or TiVo. And, yes, part of the problem has been an understandable caution in the wake of the antitrust settlement. Timing has also been poor — too soon on Web TV, too late on iPods.
Internal competition is common at great companies. It can be wisely encouraged to force ideas to compete. The problem comes when the competition becomes uncontrolled and destructive. At Microsoft, it has created a dysfunctional corporate culture in which the big established groups are allowed to prey upon emerging teams, belittle their efforts, compete unfairly against them for resources, and over time hector them out of existence. It’s not an accident that almost all the executives in charge of Microsoft’s music, e-books, phone, online, search and tablet efforts over the past decade have left.
As a result, while the company has had a truly amazing past and an enviably prosperous present, unless it regains its creative spark, it’s an open question whether it has much of a future.
Singha wrote:I wouldnt be too worried. they are still massively profitable and with worldwide reach. sure they aren't loved by all, but neither is the usa and they still sit atop the hill.
as for coming up with new innovative products, why dont they buy up the
small unfettered cos that do? establish a large campus in bay area and suck up these cos into a couple of new 'emerging tech' BUs. once stabilized find
some centurions desiring to establish new empires on the frontier and send
them to blr to start units of these groups
India's Outsourcing Exports at US$50 Billion
John Ribeiro, IDG News Service
Feb 4, 2010 3:10 am
India's revenue from exports of IT and BPO (business process outsourcing) services is likely to grow 5.5 percent to US$49.7 billion in the Indian fiscal year to March 31, 2010, according to estimates released Thursday by the country's National Association of Software and Service Companies (Nasscom).
The revenue figure includes exports by Indian outsourcers as well as by Indian services and software development subsidiaries of multinational companies including Microsoft, Dell, and Oracle.
Nasscom has forecast higher revenue growth in the range of 13 to 15 percent from IT and BPO exports in the next fiscal year to March 31, 2011.
India has emerged as a key supplier of IT and BPO services to customers in the U.S., U.K., and other markets. Its business was however hit in the fiscal year to March 31, 2010 by the recession in some of these economies.
The growth rate of 5.5 percent estimated by Nasscom for the year ending March 31, 2010 is far lower than the 16 percent estimated by Nasscom for the previous year. The 2009 figure is still an estimate as the results of Satyam Computer Services, a large Indian outsourcer, are still being re-stated, after a financial scandal at the company.
Top Indian outsourcing companies like Tata Consultancy Services (TCS), Infosys Technologies, and Wipro said in January that they were seeing an improvement in demand for their services from customers in key markets, including the U.S.
Indian outsourcing companies have also started hiring in large numbers again. Wipro's IT services business added 4,855 staff in the quarter ended Dec. 31. The company had cut staff by 630 in its IT services business in the previous quarter. TCS said in January that it is adding about 11,000 staff in the current quarter, including 8,000 trainees. The company added 7,692 staff in the quarter to Dec. 31.
Direct employment by the country's IT industry is expected to be 2.3 million by March 31, 2010, with over 90,000 jobs added during the current fiscal year, Nasscom said.
A number of new large IT services deals are expected to be signed by the second quarter of this year, Sudin Apte, principal analyst at Forrester Research, said in January. Indian companies are however not likely to achieve soon the revenue growth levels they had before the recession, he added.
A lot of the expenditure by customers still falls under the category of necessary expenditure, with discretionary expenditure on IT services likely to start by the middle of this year, according to Diptarup Chakraborti, principal research analyst at Gartner.
Besides a pick up in exports revenue for the year ended March 31, 2010, Nasscom is also expecting a growth in the domestic services business. Domestic revenue is expected to grow by 12 percent to Indian rupees 662 billion ($14 billion). In the next fiscal year, revenue growth from the Indian market is expected to pick up by 15 to 17 percent.
http://www.pcworld.com/article/188514/i ... llion.html
India-centric IT vendors seem to be finally reaping the benefits of their strategy to focus on domestic opportunities, considering the buoyancy
in local IT spends. In contrast, IT players, who for long targeted principally overseas markets, are still awaiting a revival in global demand.
The Indian market for IT solutions has continued to expand in FY10 as a slump in global IT spends. Industry body Nasscom has estimated a growth of 12% in the local market for FY10. On the other hand, global IT demand fell 4.6% in 2009, according to technology research firm Gartner. The trend is also visible in the performance of IT firms in the first nine months of FY10. Most IT players that earn more than half of their revenues from the domestic market have staged an impressive performance.
Nasscom expects domestic IT revenue to grow at a faster pace of 15-17% in FY 2011. This also means that local IT players are likely to maintain their fast pace of growth. Further, Nasscom anticipates a recovery in global demand as well, which may see a growth of 13-15% in IT exports.
The TIFRAC, a first-generation main-frame computer developed for scientific computations, was commissioned on February 22, 1960, at the Tata Institute of Fundamental Research (TIFR), Mumbai, making India the first country in Asia and Japan to have built such a machine.
The machine was christened 'TIFRAC' (Tata Institute of Fundamental Research Automatic Calculator) by the then Prime Minister Jawaharlal Nehru when he visited TIFR on 15 January, 1962, according to documents obtained from the TIFR Archive. Before developing a digital computer, Indian scientists had also built an analogue computer. This was developed at the Indian Statistical Institute (ISI), Kolkata.
That was my grandfather.shaardula wrote:Before developing a digital computer, Indian scientists had also built an analogue computer. This was developed at the Indian Statistical Institute (ISI), Kolkata.
Check for these kind of things. He may not know the history of western companies and how they penetrate in other countries. He may not know the barriers India was put into.Raja Bose wrote:I love this guy!
http://notionink.wordpress.com/2009/06/ ... s-changed/
...and dont forget all these guys at Notion Ink are at the younger side of 25 (except one chap with 15 years work-ex). The guy who wrote the above post graduated only in 2008.
On a odd note. It took us 3 months just to sign 2 NDAs in India. There is a huge difference when we see how things work out in India and here in Taiwan. For some reason things are not as mature for business as they are here. And it really burdens us with the work people in India has done since 1991 to make things at least this easy. We have just heard of stories of people waiting for even phone connections for years let alone signing a contract. I personally cannot imagine toil it will have on our ambitions if things were like pre-1990s. Though I wont deny there is a lot of work still to be done.
People in India need to understand that the world is moving really very fast. When we say India is 40 years behind USA and 20 years behind China, there are more reasons to it than just comparing the infrastructure. Its the complete environment. Complete eco-system which makes things easier for evolution of brilliant ideas and its implementation. Though we cannot measure creativity in time, but time does have its disintegrating effects. Ideas dont care in whose mind they are gonna land. If not India, then China.
I think it is better to reach for something higher than first wait and find the reasons which justify why it is slow-going in India. He might get disappointed or even fail (and get branded as naive) but atleast he will have tried and from the looks of it, tried mightily hard (which is more than what 99% of us do, including me).Acharya wrote:He may not know the barriers India was put into.
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