\n
A high-profile panel debating the topic ‘India First: Forging a winning habit’ at the ET Startup Awards<\/a> 2016 delivered precious nuggets of wisdom and insights, emphasizing that doing business has become much easier and entrepreneurs should take advantage. Edited excerpts:<\/em>
\n
\n
![\"\"](\"\/\/www.iser-br.com\/Themes\/Release\/images\/responsive\/ettelecom-default.jpg\")
\n
\nEconomic Times: [To Nandan Nilekani]<\/em> As startup success stories go, Infosys and, indeed, the outsourcing industry<\/a>, are the stuff of legend. Are there lessons you think will help recreate such an atmosphere in today’s startup environment?<\/strong>
\n
\nNandan Nilekani:<\/strong> There are many things. For example, the fact that you need to have a long-term vision of what you want to do with the company; that creating and growing a company is a marathon, not a sprint; that you need a set of founders who are committed to a common vision of the future and good strategy, good governance, good management of money.
\n
\nThis (present) world is very different— much faster, much more dynamic. But there are definitely lessons that can be learned from the earlier generation of companies.
\n
\n
\nIn pic: Mapmygenome CEO Anu Acharya, Atlas Advisory director Sameer Mehta, Infosys cofounder Nandan Nilekani, and Jabongcofounder Lakshmi Potluri strike a pose.<\/em>
\n
\nET [To Amitabh Kant]<\/em>: The role of government is being seen as even more important now with the startup focus so heavily on the domestic market. The government was seen as a huge enabler for the outsourcing industry’s success. What do you see as similar aspects that the government could create for this generation of startups?
\n
\nKant<\/strong>: If you want to sustain this (startup) movement over a long period, the government must become a very big destructionist.
\n
\nIt must disrupt the education system of India. One of the things we are trying to do is create tinkering labs in schools—500 this year itself.
\n
\nCreate many more incubation centres across universities. Second, I think you need much more funds to flow in. Therefore, the government started a fund-of-funds, which is actually privately managed through (Small Industries Development Bank of India) so that we can have many more venture funds that can be supported.
\n
\nThird, we must ensure that failure is not a stigma in India because innovation and risk-taking necessitates some amount of failures.
\n
\nThe new Bankruptcy law, the new Company Law Tribunal, all these will help us to ensure that if you have a failure it will be very quick… That is institutionally a very big step that the government has taken.
\n
\nET: Bhavish [Aggarwal]<\/em>, companies like yours are facing regulatory roadblocks as well as competition from larger rivals with deeper pockets. Is there something you believe India can do to set an example on the policy front, for companies and the business that you are in?<\/strong>
\n
\nAggarwal<\/strong>: Our philosophy has always been that India is a land for creative opportunities, not disruptive opportunities only, because in India—and this is an opportunity for entrepreneurs of my generation— we do not have legacy infrastructure.
\n
\nSo it is with that philosophy we always go into something and try and partner with the government rather than attack the government or attack past legacies. If you study the real issues in our industry, specifically, it is not as if it is a question of intent.
\n
\nIt is a question of structure. Transportation is a concurrent subject, states need to legislate, the Centre needs to legislate.
\n
\nThere is a lot of legacy in transportation.
\n
\nFor example, the Motor Vehicles Act is a 1939 law. There are multiple things that have changed since then.
\n
\n
\n
\nET: Sachin [Bansal]<\/em>, there is a lot of work being done in terms of creating new regulations that attempt to address and make business easier for (the online retail industry). What would you like to see on the policy front?<\/strong>
\n
\nBansal:<\/strong> Startups need three things right: They need talent, capital and the market. They need access to the market. Lot of times, access to market is blocked either because of regulations or infrastructure bottlenecks.
\n
\nAs Bhavish said, we do not have the legacy infrastructure that existed in Western markets. We are creating from scratch a lot of things and that is very critical. But we sometimes run into regulatory challenges.
\n
\nTo give an example, I will speak on behalf of Bhavish here, one big problem that we are facing in Bengaluru is traffic and one of the big solutions to the traffic problem is buses.
\n
\nBut there is a law in Karnataka that does not allow anybody to compete with the local BMTC (public bus service) and that is a big problem. About 45% of Bengaluru traffic goes on 7,000-8,000 busses, so that is a huge opportunity.
\n
\nWe should allow private players to take that opportunity. It is a multibillion dollar opportunity that companies should have access to.
\n
\n
\nIn pic: Uber Asia head of business Eric Alexander makes a point as Ola CEO Bhavish Aggarwal listens<\/em>
\n
\nET: Kunal [Bahl],<\/strong><\/em> do you think there is a role for India to set an example that can be replicated in other markets?
\n
\nBahl<\/strong>: I have a slightly different view on this.
\n
\nI feel Indian entrepreneurs and investors in Indian companies have been given the opportunity of a lifetime. When we were starting our company eight-nine years ago, when we would go to ask for money people would say, ‘yes, Rs 5 lakh, but give us 70% of your company.’ It was an okay deal.
\n
\nA lot of people would not be as shocked about it as they are today. A lot has changed for the positive, significantly driven by entrepreneurs, by investors, and because of government initiatives and the inspiration that people such as Mr Nilekani have given us.
\n
\nI feel there will always be things we can make better through regulations, but India is far easier to do business in [today] than 25 years ago, and we must make use of that.
\n
\nET: Ajit [Isaac]<\/em>, your company is a great example of having made use of the opportunityand going the full cycle to a spectacular IPO. What is the one lesson that you think has served you well in this entrepreneurial journey?<\/strong>
\n
\nIsaac:<\/strong> For us, the key aspect that has helped us through the process of growth is our team.
\n
\nOur senior team has been with us for the past 10 years or so [there’s] consistency of leadership, consistency in the way you think, a dynamic between the leaders… Many investors would ask what keeps you awake in the night and very often I would say it is our culture.
\n
\nA culture built around the team and the fact that we have been able to keep this culture together for so many years.
\n
\nET: Kavin [Bharti Mittal],<\/em> yours is the newest ‘unicorn’ on the block and an example of the unique challenges Indian unicorns face. Your competition, for instance, is much larger, has deeper pockets and definitely far more experience. How do you win against odds like that?<\/strong>
\n
\nMittal<\/strong>: We have a couple of huge companies we compete with globally, but since day one we have been very clear that we have to just understand the market extremely well. There are challenges with respect to policy as well.
\n
\nPeople globally have no problem doing things like encryption on their services but we think twice because the laws are not clear for us. These things do add up slowly and in a startup world like ours, time is everything.
\n
\nI hope we can be a lot clearer about policy on encryption, privacy and a lot more stuff going forward.
\n
\n
\n
\nET: Sachin<\/em>, you have the same challenges-larger competitors with deeper pockets. How do you deal with this?<\/strong>
\n
\nBansal<\/strong>: I think it goes back to us looking for problems that are more Indian, looking at the problems of our customers and coming up with solutions that will work in this market. For that, being super connected to the market, to the consumer base, having your ears and eyes on the ground constantly, and keeping yourself nimble to innovate and to change yourself as time changes is very important.
\n
\nET:<\/em> Ajit, is there a challenge in being able to attract and retain people?<\/strong>
\n
\nIsaac<\/strong>: When we talk about a million transactions a day or 10 million or let us say 5 terabyte of data every day being generated, and being able to process that, those kinds of challenges just have not been seen…
\n
\nNot just from a technology point of view but from an operations point of view as well, we do not have enough people who have done that. So we go through a lot of trial and error, making mistakes, learning from those mistakes.
\n
\nSome talent is coming from outside India who have seen that scale in certain different geographies. But they need to unlearn and learn the Indian ecosystem.
\n
\n
\n
\n
\nET<\/strong>: A lot of the debate around Indian startups is about the challenge of execution. But is there scope for strategy formulation as well?
\n
\nAggarwal<\/strong>: Strategy and execution have to go hand-in-hand.
\n
\nLike Sachin said, it starts from a unique understanding of the local customer and local nuances and that is what our learning has been. Many of us who live in urban centres do not realise that India is a very different, very heterogeneous, very diverse market than a Western country and it has very local dynamics that an entrepreneur should leverage.
\n
\nFrom that understanding comes strategy and from that comes the local expertise of execution. And execution in India is very different from execution in a Western environment on multiple fronts.
\n
\nIt is not just about lack of infrastructure creating more local innovation opportunities. It is also very hard to find people who understand the scale of internet companies along with Indian uniqueness.
\n
\nHence, that becomes the role of the entrepreneur. Then the entrepreneur has to straddle the world between strategy and execution almost on a monthly level.
\n
\nET<\/em>: What do you think are the chinks in the Indian entrepreneurs’ armour?<\/strong>
\n
\nBahl<\/strong>: Many, actually. I think we are still in the infancy period. I look back last year or the year before. The kind of rudimentary mistakes you were making as a company were quite acute.
\n
\nThankfully, we are not making the same mistakes again and again, else we would not be around for very long. I think the chinks in the armour will always be there. The key is to always know where things are going wrong and course correct quickly.
\n
\nI think the point around culture and people is very-very critical because we do not haveany plants, we do not have any machinery.
\n
\nOur success, our failure, our speed, our sluggishness is all a function of our people and how galvanised they are.
\n
\n
\nET [To Kant]<\/em>: You meet a lot of entrepreneurs-Indian, global. In your mind, what are the winning attributes of founders who are successful?<\/strong>
\n
\nKant<\/strong>: Our innovation cycle has just begun. Quite often, rules and regulations are far behind innovations and we, in the government, need to keep pace with innovation. It is important if we want entrepreneurship to grow.
\n
\nThe important thing for our entrepreneurs is to think really big in size and scale… There are no geographical boundaries. Do not think domestically. The unit-value realisation abroad is 10x. So go and penetrate global markets.
\n
\nWe are going to see a vast number of young entrepreneurs and these people are going to disrupt systems across the world.
\n
\nET [TO Nilekani]: <\/strong><\/em>You might want to talk about how Infosys did this. It is one thing to say ‘think big’ and the other is to execute. How did Infosys do it and how did you do this with UIDAI as well?<\/strong>
\n
\nNilekani<\/strong>: I think the shift happened when we started planning backwards from an objective or setting a very ambitious goal. That goal could be in terms of revenues or whatever.
\n
\nWhat happens is that when you are a small company and say you will be a billion-dollar company in five years, it forces you to re-imagine everything, every aspect of your business, and that makes you take the right decisions.
\n
\nSo think big for a few years down the road and then work backwards… then the strategic architecture, the HR issues, the infrastructure, everything falls into place. The biggest opportunity today is that Indian consumers and businesses will be data-rich before they are economically rich… and that creates an arbitrage.
\n
\nYou are going to be data-rich on the consumer side because of phones, digital payments and all that. You are going to be data-rich on the business side because of the Goods and Services Tax, bill payment systems, Unified Payment Interface.
\n
\nWhen you become data-rich before you become economically rich, you have an arbitrage and those who use that arbitrage to create value are going to create trillion dollars of value.
\n
\nRBI has announced guidelines for account aggregator directions. For the first time in India we have regulators coming out with an architecture for electronic consent, digitally signed for your own data, financial data. This is huge.
\n
\nIt means consumers are now empowered to use data to get a loan, for example. So, you are seeing a massive amount of disruption happening along with UPI and otherthings. So, it is really a huge opportunity.
\n
\nET<\/em>: One of the aspects of culture is being able to spot opportunity and take advantage. For instance, the opportunities that Nandan just listed. How do startups build such abilities in their teams?<\/strong>
\n
\n
\n In pic: Xiaomi<\/a> India head Manu Jain<\/em>
\n
\nIsaac<\/strong>: Spotting opportunities and working on them can come at two levels. One is through the M&A process, where you are looking for assets to buy that can give you additionality by geography or by products for a certain set of services that you do not have. Or alternatively, through a buildout that you will do yourself.
\n
\nI weigh and see what is cheaper, what is more effective to build or to buy, and then take a decision and balance. We have done nine acquisitions in the last five years and we have figured that every time we do this, there is some new learning.
\n
\nET<\/em>: How much focus do you think is required to inculcate a winning culture?<\/strong>
\n
\nMittal<\/strong>: It is not about a winning culture but about a learning culture. Could you build a company that is a learning organisation from day one? You have to build a culture of solving problems and learning.
\n
\nCan you experiment? If it does not work, there is a system in place to weed out the ideas that may not work.
\n
\nET [To Bahl]:<\/em> Your thoughts on culture.<\/strong>
\n
\nBahl<\/strong>: It becomes increasingly hard as head count grows and heterogeneity sets in, when you have call-centre executives as well as PhD data scientists in the company.
\n
\nHow do you build culture when there is such acute heterogeneity in the formation of the organization? That is not an easy one to solve.
\n
\nWhat we do is always communicate more and communicate very clearly what is going well, what is not going well and what do we need to do about it.
\n
\nThat tends to work quite well for the most part, for most people.
\n
\n
\n
\n
\nET<\/em>: Nandan, how important is domestic capital for encouraging the growth of startups and entrepreneurship in India?<\/strong>
\n
\nNilekani<\/strong>: I think it is very important. Domestic capital will have a very different view on investing.
\n
\nWe are seeing the first generation of entrepreneurs doing it. My (former) colleagues Kris [Gopalakrishnan] and [Mohandas Pai] are examples of this. Indian entrepreneurs who have gone through one cycle are putting back capital and mentorship.
\n
\nThey will understand the nuances of the domestic market. The long-term strategic moat is going to come from understanding local conditions and building capability.
\n
\nET<\/em>: Do you agree, Sachin?<\/strong>
\n
\nBansal<\/strong>: If we have to pick up a very large startup ecosystem, internet technology ecosystem, it has to be fuelled by our own domestic capital at some point of time.
\n
\nToday, we do not have that capital ecosystem so we depend on capital ecosystem from outside.
\n
\nThat ecosystem has a lot of other options… But once a domestic capital ecosystem is developed it will be tremendous for us. [Domestic investors] will connect with the ecosystem. They will bring a very local perspective.
\n
\nET [To Kant]<\/em>: The government has done a lot in terms of creating a fund-of-funds framework. What in your mind can be done to ensure that entrepreneurs are accessing (funds) here?<\/strong>
\n
\nKant<\/strong>: I come across a lot of angel investors and I certainly see a huge amount of interest in India.
\n
\nLot of rich, famous and elite Indians who never invested in startups suddenly find it very fashionable to invest in startups. In the long run, the government’s intention was to see there are many more venture funds.
\n
\nThe objective of this fund-of-funds was that it supports 100 venture funds. They move out, you get another 100 and you should have 10,000 venture funds operating.
\n
\nET<\/em>: You are working on a comprehensive policy for ecommerce. What are you thinking about?<\/strong>
\n
\nKant<\/strong>: Innovation is always ahead of government rules and regulations. Government reacts very slowly. Ecommerce is also at a beginning stage.
\n
\nWe are just about $30-40 billion. We should actually be close to $400 billion, $500 billion in five-to-six years. How do we drive that big business? My belief is that ecommerce is just about less than 1 per cent of the total retail market. So we need to drive it with great vigour and energy and what we need to do in terms of policy, in terms of rules, regulations.
\n
\n
\nIn pic: Microsoft<\/a> Accelerator Global Director Ravi Narayan with Accel Partners’ Shekhar Kirani<\/em>
\n
\nET<\/em>: You are all high achievers and I am sure everyone would like to know what motivates you. So Kavin, what keeps you going?<\/strong>
\n
\nMittal<\/strong>: Once you get those first 10,000-15,000 people using your service and saying“Oh my God! This is incredible,” you realize that you have built something that can have an impact on people’s lives, it is hard to go back. Since then, the big question was can we do that on a bigger scale?
\n
\nET<\/em>: Kunal?<\/strong>
\n
\nBahl<\/strong>: My father was a small business owner. I have seen the pain that small business owners had to face, especially 10-20 years ago.
\n
\nThe opportunity to build a platform that can connect the dots and reduce the information asymmetry that exists in our country… if I can contribute in any small or big way to reduce that asymmetry, I think that is very motivating.
\n
\nET<\/strong><\/em>: Nandan, you have done this several times over. How do you keep going?<\/strong>
\n
\nNilekani<\/strong>: The excitement is that India is now in a position to leapfrog in a way that was never possible before and the lack of legacy is helping us.
\n
\nWe have the technology and the capacity to reimagine every business and government operation. If we do that, we will be able to fix a lot of things. I think being part of that is very, very exciting.
\n
\nET<\/em>: Sachin?<\/strong>
\n
\nBansal<\/strong>: When the world started healing from all the wars there were some countries that had a great opening balance and some with a bad opening balance.
\n
\nIndia was one of those with a bad opening balance. We missed quite a bit of the revolution that happened since. [Now,] we are building all these internet companies.
\n
\nET [To Kant]<\/em>: How do you keep your motivation going?<\/strong>
\n
\nKant<\/strong>: My motivation is that India is still very, very complex, very complicated.
\n
\nWe in India need to scrap a lot of paper work, procedures, rules, regulation acts. Just scrap them wholesale, make India the easiest and simplest place to do business in, so that young entrepreneurs like all these rock stars can flourish and grow.
\n\n<\/body>","next_sibling":[{"msid":54011845,"title":"Why Reliance Jio needs to quell rumors fast","entity_type":"ARTICLE","link":"\/news\/why-reliance-jio-needs-to-quell-rumors-fast\/54011845","category_name":null,"category_name_seo":"telecomnews"}],"related_content":[],"msid":54011900,"entity_type":"ARTICLE","title":"ET Startup Awards: Lack of legacy helping the country leapfrog, says Nandan Nilekani","synopsis":"When the world started healing from all the wars there were some countries that had a great opening balance and some with a bad opening balance.","titleseo":"telecomnews\/et-startup-awards-lack-of-legacy-helping-the-country-leapfrog-says-nandan-nilekani","status":"ACTIVE","authors":[],"Alttitle":{"minfo":""},"artag":"ET Bureau","artdate":"2016-09-05 09:10:10","lastupd":"2016-09-05 09:13:47","breadcrumbTags":["Nandan Nilekani","Microsoft","Amitabh Kant","industry","Mohandas Pai","Sachin Bansal","Xiaomi","Ajit Issac","ET Startup awards","Bhavish Aggrawal"],"secinfo":{"seolocation":"telecomnews\/et-startup-awards-lack-of-legacy-helping-the-country-leapfrog-says-nandan-nilekani"}}" data-authors="[" "]" data-category-name="" data-category_id="" data-date="2016-09-05" data-index="article_1">
印度能够超越,这在以前从来没有和遗留的缺乏是帮助我们,”说南丹•尼勒卡尼,印孚瑟斯创始人之一,简洁有力地总结他co-panellists锤击点。
高调的小组讨论的主题“印度第一:建立一个成功的习惯”的等公司奖2016年交付珍贵的金子般的智慧和见解,强调做生意变得更加容易和企业家应该利用。编辑摘录:
经济形势(南丹•尼勒卡尼):就创业成功的故事,Infosys和,事实上,外包行业具有传奇色彩的故事。有你认为的经验教训将帮助重建这样的气氛在今天的创业环境?
南丹•尼勒卡尼的:有许多事情。例如,你需要有一个长期愿景与公司你想做什么;创建和发展公司是一场马拉松,不是短跑;你需要一套创始人致力于一个共同的未来的憧憬和良好的策略,良好的治理,良好的管理钱。
(现在)世界是截然不同的——快得多,更加动态。但也有一定经验,可以从早期的公司。
图片:Mapmygenome首席执行官阿奴阿阿特拉斯顾问董事Sameer Mehta印孚瑟斯创始人南丹•尼勒卡尼和Jabongcofounder Lakshmi Potluri构成。
等(Amitabh康德):政府的角色被视为更重要的现在启动严重关注国内市场。政府被视为一个巨大的推动者外包行业的成功。你认为类似的方面,政府可以创造这一代创业吗?
康德:如果你想维持这个(启动)运动在很长一段时间里,政府必须成为一个很大的毁坏主义者。
它必须破坏印度的教育体系。的一件事我们要做的就是创建修改实验室在学校- 500今年本身。
创建更多的孵化中心在大学。第二,我认为你需要更多的资金流入。因此,政府成立了一个基金,这实际上是私人管理通过(印度小型工业发展银行),这样我们可以有更多的风险投资基金,可以支持。
第三,我们必须确保在印度失败不是一个耻辱因为创新和冒险需要一定数量的失败。
新破产法,新公司法法庭,所有这些将帮助我们确保如果你有一个失败将会很快…这是在制度上,政府采取了一个非常大的一步。
外星人:Bhavish (Aggarwal),像你这样的公司正面临着监管障碍以及更大的竞争对手与更深的口袋。有什么你相信印度可以树立一个榜样在政策方面,公司和业务,你在吗?
Aggarwal:我们的哲学一直是,印度是一个土地用于创造性的机会,不但颠覆性的机会,因为在印度这是我这一代的企业家的机会——我们没有遗留的基础设施。
哲学也是如此,我们总是去一些与政府和合作伙伴而不是攻击或攻击政府过去的遗产。如果你真正的问题在我们的行业学习,具体地说,它不是好像是意图的问题。
这是一个结构的问题。交通是一个并发的话题,国家需要立法,中心需要立法。
有很多遗留在运输。
例如,汽车是一个1939年的法律行动。有很多事情已经改变了。
Sachin(邦萨尔)等:,有很多工作做的创建新规定,试图解决,使业务更容易(在线零售行业)。你想看到在政策方面吗?
邦萨尔:创业需要三样东西:他们需要人才、资本和市场。他们需要进入市场。很多次,进入市场被阻塞,因为法规或基础设施瓶颈。
Bhavish说过了,我们没有遗留基础设施存在于西方市场。我们是从头开始创造很多东西,这是非常关键的。但是我们有时会遇到的监管挑战。
举一个例子,我将代表Bhavish说,我们正面临着在班加罗尔的一个大问题是交通和大交通问题的解决方案之一是公共汽车。
但在卡纳塔克邦有一个法律,不允许任何人与当地BMTC(公共巴士服务),这是一个大问题。大约45%的班加罗尔交通7000 - 8000公交车,所以这是一个巨大的机会。
我们应该允许私人球员机会。这是一个数十亿美元的机会,公司应该有访问权。
图片:超级亚洲业务负责人埃里克·亚历山大让一个点Ola CEO Bhavish Aggarwal听
库纳尔•巴尔,等: 你认为印度树立榜样的作用,可以复制在其他市场?
巴尔:我有一个稍微不同的观点。
我觉得印度企业家和投资者在印度公司得到一生的机会。当我们开始我们公司八十九年前,当我们去要钱的人会说,“是的,Rs 5十万的,但是给我们贵公司的70%。“这是一个好的交易。
很多人不会像今天震惊了一下。很多积极的变化,明显受企业家、投资者,由于政府的举措和灵感,耐卡尼先生等人给了我们。
我觉得总会有事情我们可以做出更好的通过法规,但印度更容易在[现在]做生意比25年前,我们必须利用这一点。
外星人:特(Isaac),你的公司是一个很好的例子利用opportunityand完整的周期,一个壮观的IPO(首次公开募股)。的一个教训是什么你认为你一直在这创业旅程吗?
阿:对我们来说,关键方面帮助我们通过增长是我们团队的过程。
我们资深团队已经在过去的10年左右[有]一致性的领导,你的思维方式的一致性,领导人之间的动态…许多投资者会问是什么让你经常在夜里醒了,我就说这是我们的文化。
围绕团队和文化这一事实我们已经能够保持这种文化在一起这么多年。
外星人:凯文(Bharti Mittal),你的是最新的“独角兽”块和印度独角兽面临独特的挑战的一个例子。例如,你的竞争对手肯定要大得多,有更大的财力和更多的经验。你如何战胜困难呢?
米塔尔:我们有几个大公司与全球竞争,但是自从第一天我们已经非常清楚,我们只能理解市场非常好。对政策有挑战。
全球人做事喜欢加密他们的服务没有问题但是我们三思而后行,因为法律是不清楚。这些东西加起来慢,在创业像我们这样的世界里,时间就是一切。
我希望我们可以更清晰的关于政策的加密、隐私和更多的东西。
外星人:萨钦,你有相同的challenges-larger竞争者更深的口袋。你怎么处理这个?
邦萨尔:我认为它回到我们寻找问题更多的印度,看客户的问题和提出解决方案,将工作在这个市场。超级连接到市场,消费群体,让你的耳朵和眼睛不断地在地面上,并保持自己灵活的创新和改变随着时间的变化是非常重要的。
等:特,有挑战能够吸引和留住人?
以撒:当我们谈论一天或1000万或一百万个事务让我们说每天生成5 tb的数据,并能够过程,这样的挑战就没有见过…
不仅从技术的角度,从操作的角度来看,我们没有足够的人这样做。所以我们经过大量的试验和错误,犯错,从错误中学习。
那些人才是来自印度以外看到规模在某些不同的地域。但他们需要忘却学习印度的生态系统。
等:很多印度公司周围的辩论是关于执行的挑战。但是战略制定的空间吗?
Aggarwal:战略和执行必须携手并进。
像德鲁说,它从一个独特的理解当地的客户和当地的细微差别,这就是我们的学习。许多人住在城市中心没有意识到印度是一个非常不同的,异构的、非常多样化的市场比西方国家和本地动态,一个企业家应该利用。
从理解战略和来自执行当地的专业知识。执行和执行在印度非常不同于在西方环境在多个领域。
不仅仅是当地创新缺乏基础设施创造更多的机会。也很难找到人理解互联网公司的规模以及印度的独特性。
因此,成为企业家的作用。那么企业家战略和执行之间的跨世界几乎每月的水平。
等:你认为中国佬在印度企业家的盔甲吗?
巴尔:很多。我认为我们仍然处于初级阶段。我回顾去年或前年。基本的错误你是作为一个公司非常严重。
值得庆幸的是,我们不是一次又一次地犯同样的错误,否则我们将不会存在了很长时间。我认为中国佬的盔甲将始终存在。关键是要正确总是知道问题在哪里,当然快。
我认为关键在文化和人民是非常关键的,因为我们不haveany植物,我们没有任何机械。
我们的成功,我们的失败,我们的速度,缓慢都是我们的人民和他们是多么刺激的函数。
等(康德):你认识很多entrepreneurs-Indian,全球。在你的头脑中,获胜的属性创业者成功的是谁?
康德:我们的创新周期才刚刚开始。通常,法规是远远落后于创新和我们的政府,需要跟上创新的步伐。如果我们想要创业成长是很重要的。
企业家的重要的事情是非常大的规模和规模…没有地理边界。在国内不认为。单位价值认识国外的10倍。所以去进入全球市场。
我们将看到大量的年轻企业家和世界各地的这些人会破坏系统。
等(尼勒卡尼): 你可能想谈谈Infosys这样做。是一回事,说“远大”,另一个是执行。印孚瑟斯是怎么做到的,你是怎么做这UIDAI吗?
尼勒卡尼:我认为这种转变发生当我们开始计划从客观或设定一个雄心勃勃的目标。这一目标可能的收入等等。
会发生什么,当你是一个小公司,说你将是一个数十亿美元的公司在过去5年中,它迫使你甚至再现一切,您的业务的方方面面,让你做出正确的决定。
所以认为大今后几年然后向后…工作战略架构,人力资源问题,基础设施,一切都属于的地方。今天的最大机会是,印度消费者和企业将数据丰富经济发达…之前,创建一个套利。
你要消费端的数据丰富,因为手机,电子支付。你将会丰富的数据业务方面由于商品及服务税,比尔支付系统,统一的支付接口。
当你成为丰富的数据成为经济发达之前,你有一个套利和那些使用套利创造价值创造万亿美元的价值。
央行宣布账户聚合器的方向指南。在印度监管机构首次推出电子同意一个架构,为您自己的数据进行数字签名,财务数据。这是巨大的。
这意味着消费者现在能够使用数据来获得贷款,例如。所以,你看到大量的破坏以及UPI和其它事情发生。所以,这真的是一个巨大的机遇。
等:文化的方面之一是能够发现并利用的机会。例如,南丹刚刚上市的机会。创业公司如何建立这样的能力在他们的团队吗?
图片:小米印度头部马努耆那教徒的
以撒:发现机会和工作可以从两个层面。一是通过并购过程,你正在寻找资产购买,可以给你额外性的地理为特定的服务或产品,你没有。或者,通过构建你自己会做。
我权衡和看到什么是更便宜,更有效的构建或购买,然后决定和平衡。我们已经做了九个收购在过去五年,我们认为我们每次这样做,有一些新的学习。
等:你认为重点是多少需要灌输一个成功的文化吗?
米塔尔:这不是文化,而是一个学习文化。你可以建立一个公司,是一个学习的组织从第一天吗?你必须建立一个解决问题和学习的文化。
你可以实验吗?如果它不工作,是一个系统,以清除的想法可能不工作。
等(巴尔):你的思想文化。
巴尔:随着人数的增长变得越来越困难和异构性,当你呼叫中心管理人员以及博士数据公司的科学家。
如何建立文化时存在严重的非均质性形成的组织?这不是一个简单的解决。
我们总是交流越来越清楚地沟通顺利,不会是什么好,我们需要做什么。
可能有效的大多数情况下,对于大多数人来说。
等:南丹,重要的是为鼓励创业和创业的发展国内资本在印度吗?
尼勒卡尼我认为这是非常重要的。国内资本投资将有一个非常不同的看法。
我们看到的第一代企业家。我(前)的同事克里斯(Gopalakrishnan)和(莫汉达斯·Pai)是这样的例子。印度企业家已经通过一个周期将资本和指导。
他们将了解国内市场的细微差别。长期战略护城河将来自了解当地情况和建设能力。
等:德鲁,你同意吗?
邦萨尔:如果我们要捡起一个非常大的创业生态系统,互联网技术的生态系统,它必须是由于我们自己的国内资本在某种程度上的时间。
今天,我们没有资本生态系统取决于资本以外的生态系统。
这个生态系统有很多其他的选择…但是一旦国内资本开发生态系统对我们来说这将是巨大的。(国内投资者)将连接的生态系统。他们将一个本地的视角。
等(康德):政府已经做了很多的创建基金的框架。在你的头脑中可以做些什么来确保企业家正在访问(基金)吗?
康德我遇到很多天使投资人,我当然看到大量的对印度的兴趣。
富人、名人和精英很多印第安人永远不会投资于初创公司突然发现很时髦的投资创业。从长远来看,政府的目的是看到有更多的风险基金。
这个基金的目的是,它支持100风险投资基金。他们搬出去,你得到另一个100年,你应该10000风险投资基金操作。
等:你正在做一个全面的电子商务政策。你思考什么?
康德:创新总是领先于政府法规。政府的反应非常缓慢。电子商务还处于开始阶段。
我们只是大约30 - 40美元。我们实际上应该接近4000亿美元,5000亿美元的五到六年。我们如何推动大企业呢?我认为电子商务是零售市场总额的不到1%。所以我们需要驱动它的活力和能量,我们需要做的政策规则,规定。
图片:微软加速全球总监Ravi Narayan Accel Partners的Shekhar Kirani
等:你们都是成功人士,我相信每个人都想知道你的动机是什么。所以凯文,是什么让你去哪里?
米塔尔:一旦你得到第一个10000 - 15000人使用你的服务和说:“我的上帝!这是难以置信的,”你意识到你已经建立了一些会影响人们的生活,很难回去。自那时以来,最大的问题是在更大的范围内我们能做吗?
等(Kunal吗?
巴尔我的父亲是一个小企业主。我看到小企业主不得不面对的痛苦,尤其是10 - 20年前。
机会构建一个平台,可以连接这些点,减少信息不对称存在于我国…如果我可以贡献在任何小的或不对称的大减少,我认为这是非常激励。
等:南丹,你做过几次了。你如何继续?
尼勒卡尼兴奋是印度现在能够超越,这在以前从来没有和遗留的缺乏是帮助我们。
我们有技术和能力重新定义每个企业和政府操作。如果我们这样做,我们就能解决很多事情。我认为部分是非常令人兴奋的。
等:萨钦?
邦萨尔:当世界开始愈合所有的战争有一些国家很开放的平衡和一些糟糕的期初余额。
印度是一个糟糕的期初余额。我们错过了不少革命的发生。现在,我们正在建设这些互联网公司。
等(康德)你怎么保持你的动机?
康德:我的动机是,印度仍然是非常,非常复杂,非常复杂。
我们在印度需要放弃很多文书工作,程序,规则、监管行为。只是取消他们批发,使印度的最简单和最简单的地方做生意,所以年轻企业家像所有这些摇滚明星可以蓬勃发展和成长。
高调的小组讨论的主题“印度第一:建立一个成功的习惯”的等公司奖2016年交付珍贵的金子般的智慧和见解,强调做生意变得更加容易和企业家应该利用。编辑摘录:
经济形势(南丹•尼勒卡尼):就创业成功的故事,Infosys和,事实上,外包行业具有传奇色彩的故事。有你认为的经验教训将帮助重建这样的气氛在今天的创业环境?
南丹•尼勒卡尼的:有许多事情。例如,你需要有一个长期愿景与公司你想做什么;创建和发展公司是一场马拉松,不是短跑;你需要一套创始人致力于一个共同的未来的憧憬和良好的策略,良好的治理,良好的管理钱。
(现在)世界是截然不同的——快得多,更加动态。但也有一定经验,可以从早期的公司。
图片:Mapmygenome首席执行官阿奴阿阿特拉斯顾问董事Sameer Mehta印孚瑟斯创始人南丹•尼勒卡尼和Jabongcofounder Lakshmi Potluri构成。
等(Amitabh康德):政府的角色被视为更重要的现在启动严重关注国内市场。政府被视为一个巨大的推动者外包行业的成功。你认为类似的方面,政府可以创造这一代创业吗?
康德:如果你想维持这个(启动)运动在很长一段时间里,政府必须成为一个很大的毁坏主义者。
它必须破坏印度的教育体系。的一件事我们要做的就是创建修改实验室在学校- 500今年本身。
创建更多的孵化中心在大学。第二,我认为你需要更多的资金流入。因此,政府成立了一个基金,这实际上是私人管理通过(印度小型工业发展银行),这样我们可以有更多的风险投资基金,可以支持。
第三,我们必须确保在印度失败不是一个耻辱因为创新和冒险需要一定数量的失败。
新破产法,新公司法法庭,所有这些将帮助我们确保如果你有一个失败将会很快…这是在制度上,政府采取了一个非常大的一步。
外星人:Bhavish (Aggarwal),像你这样的公司正面临着监管障碍以及更大的竞争对手与更深的口袋。有什么你相信印度可以树立一个榜样在政策方面,公司和业务,你在吗?
Aggarwal:我们的哲学一直是,印度是一个土地用于创造性的机会,不但颠覆性的机会,因为在印度这是我这一代的企业家的机会——我们没有遗留的基础设施。
哲学也是如此,我们总是去一些与政府和合作伙伴而不是攻击或攻击政府过去的遗产。如果你真正的问题在我们的行业学习,具体地说,它不是好像是意图的问题。
这是一个结构的问题。交通是一个并发的话题,国家需要立法,中心需要立法。
有很多遗留在运输。
例如,汽车是一个1939年的法律行动。有很多事情已经改变了。
Sachin(邦萨尔)等:,有很多工作做的创建新规定,试图解决,使业务更容易(在线零售行业)。你想看到在政策方面吗?
邦萨尔:创业需要三样东西:他们需要人才、资本和市场。他们需要进入市场。很多次,进入市场被阻塞,因为法规或基础设施瓶颈。
Bhavish说过了,我们没有遗留基础设施存在于西方市场。我们是从头开始创造很多东西,这是非常关键的。但是我们有时会遇到的监管挑战。
举一个例子,我将代表Bhavish说,我们正面临着在班加罗尔的一个大问题是交通和大交通问题的解决方案之一是公共汽车。
但在卡纳塔克邦有一个法律,不允许任何人与当地BMTC(公共巴士服务),这是一个大问题。大约45%的班加罗尔交通7000 - 8000公交车,所以这是一个巨大的机会。
我们应该允许私人球员机会。这是一个数十亿美元的机会,公司应该有访问权。
图片:超级亚洲业务负责人埃里克·亚历山大让一个点Ola CEO Bhavish Aggarwal听
库纳尔•巴尔,等: 你认为印度树立榜样的作用,可以复制在其他市场?
巴尔:我有一个稍微不同的观点。
我觉得印度企业家和投资者在印度公司得到一生的机会。当我们开始我们公司八十九年前,当我们去要钱的人会说,“是的,Rs 5十万的,但是给我们贵公司的70%。“这是一个好的交易。
很多人不会像今天震惊了一下。很多积极的变化,明显受企业家、投资者,由于政府的举措和灵感,耐卡尼先生等人给了我们。
我觉得总会有事情我们可以做出更好的通过法规,但印度更容易在[现在]做生意比25年前,我们必须利用这一点。
外星人:特(Isaac),你的公司是一个很好的例子利用opportunityand完整的周期,一个壮观的IPO(首次公开募股)。的一个教训是什么你认为你一直在这创业旅程吗?
阿:对我们来说,关键方面帮助我们通过增长是我们团队的过程。
我们资深团队已经在过去的10年左右[有]一致性的领导,你的思维方式的一致性,领导人之间的动态…许多投资者会问是什么让你经常在夜里醒了,我就说这是我们的文化。
围绕团队和文化这一事实我们已经能够保持这种文化在一起这么多年。
外星人:凯文(Bharti Mittal),你的是最新的“独角兽”块和印度独角兽面临独特的挑战的一个例子。例如,你的竞争对手肯定要大得多,有更大的财力和更多的经验。你如何战胜困难呢?
米塔尔:我们有几个大公司与全球竞争,但是自从第一天我们已经非常清楚,我们只能理解市场非常好。对政策有挑战。
全球人做事喜欢加密他们的服务没有问题但是我们三思而后行,因为法律是不清楚。这些东西加起来慢,在创业像我们这样的世界里,时间就是一切。
我希望我们可以更清晰的关于政策的加密、隐私和更多的东西。
外星人:萨钦,你有相同的challenges-larger竞争者更深的口袋。你怎么处理这个?
邦萨尔:我认为它回到我们寻找问题更多的印度,看客户的问题和提出解决方案,将工作在这个市场。超级连接到市场,消费群体,让你的耳朵和眼睛不断地在地面上,并保持自己灵活的创新和改变随着时间的变化是非常重要的。
等:特,有挑战能够吸引和留住人?
以撒:当我们谈论一天或1000万或一百万个事务让我们说每天生成5 tb的数据,并能够过程,这样的挑战就没有见过…
不仅从技术的角度,从操作的角度来看,我们没有足够的人这样做。所以我们经过大量的试验和错误,犯错,从错误中学习。
那些人才是来自印度以外看到规模在某些不同的地域。但他们需要忘却学习印度的生态系统。
等:很多印度公司周围的辩论是关于执行的挑战。但是战略制定的空间吗?
Aggarwal:战略和执行必须携手并进。
像德鲁说,它从一个独特的理解当地的客户和当地的细微差别,这就是我们的学习。许多人住在城市中心没有意识到印度是一个非常不同的,异构的、非常多样化的市场比西方国家和本地动态,一个企业家应该利用。
从理解战略和来自执行当地的专业知识。执行和执行在印度非常不同于在西方环境在多个领域。
不仅仅是当地创新缺乏基础设施创造更多的机会。也很难找到人理解互联网公司的规模以及印度的独特性。
因此,成为企业家的作用。那么企业家战略和执行之间的跨世界几乎每月的水平。
等:你认为中国佬在印度企业家的盔甲吗?
巴尔:很多。我认为我们仍然处于初级阶段。我回顾去年或前年。基本的错误你是作为一个公司非常严重。
值得庆幸的是,我们不是一次又一次地犯同样的错误,否则我们将不会存在了很长时间。我认为中国佬的盔甲将始终存在。关键是要正确总是知道问题在哪里,当然快。
我认为关键在文化和人民是非常关键的,因为我们不haveany植物,我们没有任何机械。
我们的成功,我们的失败,我们的速度,缓慢都是我们的人民和他们是多么刺激的函数。
等(康德):你认识很多entrepreneurs-Indian,全球。在你的头脑中,获胜的属性创业者成功的是谁?
康德:我们的创新周期才刚刚开始。通常,法规是远远落后于创新和我们的政府,需要跟上创新的步伐。如果我们想要创业成长是很重要的。
企业家的重要的事情是非常大的规模和规模…没有地理边界。在国内不认为。单位价值认识国外的10倍。所以去进入全球市场。
我们将看到大量的年轻企业家和世界各地的这些人会破坏系统。
等(尼勒卡尼): 你可能想谈谈Infosys这样做。是一回事,说“远大”,另一个是执行。印孚瑟斯是怎么做到的,你是怎么做这UIDAI吗?
尼勒卡尼:我认为这种转变发生当我们开始计划从客观或设定一个雄心勃勃的目标。这一目标可能的收入等等。
会发生什么,当你是一个小公司,说你将是一个数十亿美元的公司在过去5年中,它迫使你甚至再现一切,您的业务的方方面面,让你做出正确的决定。
所以认为大今后几年然后向后…工作战略架构,人力资源问题,基础设施,一切都属于的地方。今天的最大机会是,印度消费者和企业将数据丰富经济发达…之前,创建一个套利。
你要消费端的数据丰富,因为手机,电子支付。你将会丰富的数据业务方面由于商品及服务税,比尔支付系统,统一的支付接口。
当你成为丰富的数据成为经济发达之前,你有一个套利和那些使用套利创造价值创造万亿美元的价值。
央行宣布账户聚合器的方向指南。在印度监管机构首次推出电子同意一个架构,为您自己的数据进行数字签名,财务数据。这是巨大的。
这意味着消费者现在能够使用数据来获得贷款,例如。所以,你看到大量的破坏以及UPI和其它事情发生。所以,这真的是一个巨大的机遇。
等:文化的方面之一是能够发现并利用的机会。例如,南丹刚刚上市的机会。创业公司如何建立这样的能力在他们的团队吗?
图片:小米印度头部马努耆那教徒的
以撒:发现机会和工作可以从两个层面。一是通过并购过程,你正在寻找资产购买,可以给你额外性的地理为特定的服务或产品,你没有。或者,通过构建你自己会做。
我权衡和看到什么是更便宜,更有效的构建或购买,然后决定和平衡。我们已经做了九个收购在过去五年,我们认为我们每次这样做,有一些新的学习。
等:你认为重点是多少需要灌输一个成功的文化吗?
米塔尔:这不是文化,而是一个学习文化。你可以建立一个公司,是一个学习的组织从第一天吗?你必须建立一个解决问题和学习的文化。
你可以实验吗?如果它不工作,是一个系统,以清除的想法可能不工作。
等(巴尔):你的思想文化。
巴尔:随着人数的增长变得越来越困难和异构性,当你呼叫中心管理人员以及博士数据公司的科学家。
如何建立文化时存在严重的非均质性形成的组织?这不是一个简单的解决。
我们总是交流越来越清楚地沟通顺利,不会是什么好,我们需要做什么。
可能有效的大多数情况下,对于大多数人来说。
等:南丹,重要的是为鼓励创业和创业的发展国内资本在印度吗?
尼勒卡尼我认为这是非常重要的。国内资本投资将有一个非常不同的看法。
我们看到的第一代企业家。我(前)的同事克里斯(Gopalakrishnan)和(莫汉达斯·Pai)是这样的例子。印度企业家已经通过一个周期将资本和指导。
他们将了解国内市场的细微差别。长期战略护城河将来自了解当地情况和建设能力。
等:德鲁,你同意吗?
邦萨尔:如果我们要捡起一个非常大的创业生态系统,互联网技术的生态系统,它必须是由于我们自己的国内资本在某种程度上的时间。
今天,我们没有资本生态系统取决于资本以外的生态系统。
这个生态系统有很多其他的选择…但是一旦国内资本开发生态系统对我们来说这将是巨大的。(国内投资者)将连接的生态系统。他们将一个本地的视角。
等(康德):政府已经做了很多的创建基金的框架。在你的头脑中可以做些什么来确保企业家正在访问(基金)吗?
康德我遇到很多天使投资人,我当然看到大量的对印度的兴趣。
富人、名人和精英很多印第安人永远不会投资于初创公司突然发现很时髦的投资创业。从长远来看,政府的目的是看到有更多的风险基金。
这个基金的目的是,它支持100风险投资基金。他们搬出去,你得到另一个100年,你应该10000风险投资基金操作。
等:你正在做一个全面的电子商务政策。你思考什么?
康德:创新总是领先于政府法规。政府的反应非常缓慢。电子商务还处于开始阶段。
我们只是大约30 - 40美元。我们实际上应该接近4000亿美元,5000亿美元的五到六年。我们如何推动大企业呢?我认为电子商务是零售市场总额的不到1%。所以我们需要驱动它的活力和能量,我们需要做的政策规则,规定。
图片:微软加速全球总监Ravi Narayan Accel Partners的Shekhar Kirani
等:你们都是成功人士,我相信每个人都想知道你的动机是什么。所以凯文,是什么让你去哪里?
米塔尔:一旦你得到第一个10000 - 15000人使用你的服务和说:“我的上帝!这是难以置信的,”你意识到你已经建立了一些会影响人们的生活,很难回去。自那时以来,最大的问题是在更大的范围内我们能做吗?
等(Kunal吗?
巴尔我的父亲是一个小企业主。我看到小企业主不得不面对的痛苦,尤其是10 - 20年前。
机会构建一个平台,可以连接这些点,减少信息不对称存在于我国…如果我可以贡献在任何小的或不对称的大减少,我认为这是非常激励。
等:南丹,你做过几次了。你如何继续?
尼勒卡尼兴奋是印度现在能够超越,这在以前从来没有和遗留的缺乏是帮助我们。
我们有技术和能力重新定义每个企业和政府操作。如果我们这样做,我们就能解决很多事情。我认为部分是非常令人兴奋的。
等:萨钦?
邦萨尔:当世界开始愈合所有的战争有一些国家很开放的平衡和一些糟糕的期初余额。
印度是一个糟糕的期初余额。我们错过了不少革命的发生。现在,我们正在建设这些互联网公司。
等(康德)你怎么保持你的动机?
康德:我的动机是,印度仍然是非常,非常复杂,非常复杂。
我们在印度需要放弃很多文书工作,程序,规则、监管行为。只是取消他们批发,使印度的最简单和最简单的地方做生意,所以年轻企业家像所有这些摇滚明星可以蓬勃发展和成长。
评论
现在评论 阅读评论(1)所有评论
找到这个评论进攻?
下面选择你的理由并单击submit按钮。这将提醒我们的版主采取行动