There
is an old Chinese blessing that goes something like this: "May you live in
interesting times!" There is no doubt that these are some of the most
interesting times for the software industry in India. At the time of writing,
the combined effect of the Bombay Stock Exchange imbroglio, the Calcutta Stock
Exchange payment crisis and the profit warning issued by a software major had
brought software stocks to their knees, hitting 52-week lows and searching for a
bottom that remains elusive.
And for those who wonder how such mayhem could occur less than ten days after
the finance minister offered a dream olive branch to the software industry, it
may be worth revisiting some fundamental truths about the history, evolution and
state of the software industry. Only that can enable us to see how we reached
where we have and answer the question, "Where do we go from here?"
From small acorns grow mighty oaks
A recent article on the mighty Tata Consultancy Services traced the early
evolution of the software industry in the country through the vision and
clairvoyance of one man–FC Kohli. In the seventies and early eighties, the
industry evolved through the abilities of TCS and a few other early birds that
leveraged the capabilities of Indian software engineers. Along the way, these
companies also managed to acquire faith with clients like Burroughs and get them
to see an economic value in using Indian talent. The formula for success in
those early days was simple–sell the Indian wage arbitrage advantage to the
American client, ensure that good English and quick learning capabilities could
be translated to large onsite and offshore work and start counting the profits.
Things remained much the same into the mid-nineties, with the only possible
adaptation being in the range of technologies that Indian software exporters had
to master, given that the flavor shifted a full circle–from IBM to Apple to PC
software to Unix and back to IBM. The nature of work remained largely onsite,
with newer companies finding it
easy to do business with consulting firms which held client accounts and got
resources from Indian firms. Time would have stood still but for the great bogey
that germinated in the minds of American CIOs in the second half of the nineties–the
Y2K blitzkrieg.
The millennium bug will be remembered as the great legitimizing event for
Indian offshore software movement. While American and European programmers
preferred to enhance their resumes with newer skills, it was most convenient to
engage Indian firms–either US-based ones like IMR, Mastek and CBSI or
India-based like TCS and Infosys–to take care of the code reengineering that
the Y2K problem demanded. Once millions of lines of code started moving to
India, the two-shore model of software maintenance and enhancement suddenly
gained credibility as the best way to run any large legacy application.
Post-Y2K, the offshore development center became an acceptable or indeed
fashionable mode of working for global corporations, and early-movers of that
time can today boast of multiple ODCs, linked through satellite and Internet
communications to the heart of the their customer’s data processing
establishments. These are providing the core of
the Indian software industry capability. With the top twenty software exporters
today having spread their wings from mission-critical application development
and maintenance to extended enterprise solutions, e-commerce and system software
development for technology creators across the globe, a robust model is in
place. This has seen a constant evolution of business strategy to fit the
technological and managerial compulsions of global CEOs and CIOs.
What’s the crazy new way?
Where then lies the problem? Why are IT services firms suddenly finding
themselves languishing at price earnings ratios of two and three? It is because
the entire software model is not free of flaws. Sure, there have been
outstanding Indian firms which have developed broad lines of business with
domain skills, deep technology capabilities that insulate the organization from
over-dependence on one or two areas and branded services that win recognition in
the global marketplace. For each one of these, however, there are too many
others whose only claim to fame is an office address in America and an
undifferentiated clutch of engineers who are willing to attack any software
assignment with a dollar payment attached to it.
In the slowdown that is less conjecture and more of a harsh reality in the
US, the first victims are these undifferentiated "Johnny-come-latelys"
who rely on layers of consulting firms to place their people. So far, they have
survived on the hand-me-downs of larger players or the occasional non-essential
project work handed out by some firms. What then is the way ahead for serious
players to pull their companies out of the general fear psychosis that pervades
the software sector and shows that they are truly "different"? Three
basic tenets are essential for any new strategy:
n Clear focus on chosen services, technologies and verticals and an
appetite to invest time, effort and money to make a truly differentiated value
proposition and get that across to the target customer community. The "wage
arbitrage" days are over and only by showing a clear understanding of the
real concerns of the customer can Indian software companies move out an
efficient code-writer and fixer status to become true partners to global CEOs
and CIOs
-
Willingness to move deeper into
existing client relationships and geographies. Most firms are still
providing just one or two services to any one client, although their own
portfolio of services may be larger. Acquiring or adding a true consulting
capability will enable the focus to shift to the customer rather than the
service. While a lot of noise is being made on the need to be less
US-dependant, most firms are still single or two-office entities, but with
the potential to be much more diversified -
Leverage the power of teams. Too
many organizations are still one-man shows and hardly have the depth or
width of management talent to succeed consistently across geographies,
service lines and domains. A truly global organization demands a solid team
of professionals heading every geography and business area. This team can be
nurtured and sustained only through visionary leadership, empowered by a
truly professional board of directors. Are Indian organizations ready for
global boards and global leadership?
So where is the craziness?
There is an old saying, "The most uncommon thing in the world is common
sense". By that same assertion, the most obvious set of strategies needs an
inherent craziness to stand by the set agenda through the vicissitudes of
changing technologies and customer behavior. This also leaves room for
innovation and allows flexibility to adapt to the changing business and market
scenarios.
To end on a personal note, I was amused when somebody pointed out to me in
Delhi that the very first company in India to receive a Dataquest Award was none
other than ICIM, which is the company I head today in its re-christened software
avatar–Zensar Technologies. It feels good to be part of the folklore and
history and in an entity that hopes to write the future of the software
industry. For all of you like-minded professionals who see India becoming the
fulcrum of the global software universe, let’s take heart, rebuild our
strategies and rekindle the desire that exists in the heart of every Indian
software engineer.
Ganesh Natarajan former president of
Aptech and a founder-director of BConnectB, is deputy chairman and managing
director of Zensar Technologies.