The inviting greens of the Karnataka Golf Association’s 18-hole course open up just besides IBM India<\/a> chairman Vanitha Narayanan’s office at Embassy GolfLinks Business Park. The view of the grass is partially blocked by the trees bordering the course, and also the high-driving fence that prevents golf balls from hurtling into offices. Nevertheless, the vast expanse of greenery, especially given Bengaluru’s traffic congestion, is spectacular. Holes one to five as well as eight are close by and the sense of excitement and thoughts of a round of golf are never far. 卡纳塔克邦高尔夫球协会邀请绿党的18洞的高尔夫球场开放除了IBM印度主席Vanitha Narayanan在大使馆GolfLinks商业公园的办公室。草的视图部分被树木接壤,还有high-driving栅栏防止高尔夫球飞奔到办公室。然而,大片的绿色植物,特别是考虑到班加罗尔的交通拥堵,是壮观的。孔一到五和八身边,兴奋的感觉和想法的一轮高尔夫球永远不会远。
\n
\nA similar sense of excitement, of jumping into something green or greener, pervades right through IBM India offices today. The organisation is in the midst of transforming itself to focus on the Indian market. It is metamorphosing with the aim to grow the more profitable India business, even as globally IBM has reported 21 quarters of declining revenues.
\n
The numbers from India actually make their own case (see Numbers Make the Case). In 2015-16, the last year for which numbers are available, IBM India reported revenues for the Indian IT services<\/a> business that were a third of the exports slice of the pie. However, the operating profit for the Indian bit was bigger than the exports business by almost Rs 100 crore (Rs 2,016 crore vs Rs 1,921 crore).
\n
\n![\"\"](\"\/\/www.iser-br.com\/Themes\/Release\/images\/responsive\/ettelecom-default.jpg\")
\n
In the last 12 months, IBM India has worked in many ways to address the Indian market. The most visible change has been the induction of Karan Bajwa from Microsoft India as the India-focused managing director, while Narayanan will focus on exports. That apart, there has been an overhaul of the company’s strategy, embracing open source and providing a platform for its biggest clients to interact with startups and domestic services players on data analytics and artificial intelligence<\/a> (AI)-related technologies<\/a>. It has also reoriented research resources to develop solutions to Indian problems on different technologies, including cloud analytics and blockchain. And it is back to hiring from the top Indian institutes, something that it had not done much for almost a decade.
\n
\n
\n
\nWill it work is a question for the future. This is not the first time IBM is transforming itself. Founded in 1911, it has seen a few already, including in the early ’90s when it faced bankruptcy. But this time around, India can be key to IBM, which accounts for a fourth of its global staff.
\n
“It is beyond doubt that India is an important growth geography, and it requires execution on multiple levers for an organisation to succeed,” says Venu Reddy, head of IDC’s Global Centre of Excellence in Bengaluru. “Overall, the strategic levers are all in place for IBM. The key now would be to work cohesively and execute these plans.” IDC, or International Data Corporation<\/a>, is a global market intelligence firm.
\n
\nContours of the New Normal<\/strong>
\nIn the first week of September, chairman Narayanan was out of Bengaluru. Sitting in the visitors’ area of her chamber, overlooking the golf course, Shailesh Agarwal, IBM’s head of strategy and operations, was explaining the new normal: how the new-age customer did all the research even before the sales pitch began; how companies that were never competitors have emerged as IBM’s chief threat (read Microsoft); and also how a customer could also become a competitor for another deal and a partner for yet another.
\n
\n
\n
\n“Culture eats strategy for lunch,” said Agarwal, taking after management guru Peter Drucker and trying to explain how IBM had to change the overall way its people approached the market.
\n
\nThe strategy that Agarwal outlines also explains how Microsoft and IBM are on a collision course. Both are leveraging their key customer bases of large enterprises, cultivated over decades. The old large enterprises are repositories of large amounts of data that have never been harnessed. Data analytics, cognitive and machine learning offerings can provide a lot of value for the customer. IBM is keen to create a platform where startups and IT services firms can interact with these large enterprises offering solutions, using IBM’s tools. While even Google and Amazon Web Services are offering such tools for startups, they do not have the traction of an IBM or a Microsoft with large clients.
\n
\nOne way, then, of beating Microsoft would surely be poaching its key executives — something Bajwa, who came on board as executive for strategy and transformation in the Asia-Pacific region in July 2016, can laugh about. But he’s dead serious about the India-focused strategy. Bajwa, who was elevated as MD in January, says, “India is one of the fastest growing markets globally and every aspect of IBM is represented in India.” In fact, after the induction of Bajwa, a new aggressive approach to the Indian market has been noted by analysts who cover the company in India. Sanchit Vir Gogia, founder of Greyhound Research, says: “The real momentum has only picked up in the last four quarters. Earlier under Narayanan, while some efforts were made, this aggressiveness was missing.”
\n
\n
\n
\nBeyond Horizontals & Verticals<\/strong>
\nBajwa feels there is a gold mine of data and services to be built around it in India. “Only 20% of the data that lies with large enterprises is out. The rest remains inside and real power is sitting inside these companies,” says Bajwa.
\n
Explaining how the change in thinking continues, he adds that data analytics and cloud cannot be treated as a horizontal function. “Data analytics, cognitive and cloud technologies are not a horizontal that we can apply to each vertical. We have to think differently. Every industry<\/a> needs its own solutions.”
\n
\nNeither is IBM saying that it will have all the solutions. What it is trying to do is to have a finger in as many pies as are being baked today. While larger clients will be hand-held through the process of using cloud and related technologies, for the mid-sized companies a new platform is already live. Chief digital officer Nipun Mehrotra explains how a marketplace has been created to bring different parties together. On one side of the marketplace are mid-sized customers and on the other are ecommerce players and startups. IBM has populated the space with its own tools created by its technology team. The ecommerce players are free to access IBM tools and create solutions and place them in the marketplace. The clients and the startups are also free to interact. Mehrotra says that as the platform matures it might even see products by third parties.
\n
\nMehrotra operates from a ground-floor office in Embassy GolfLinks that he says is often used as a garage for meeting with head honchos of ecommerce ventures. The office has multiple desks, white boards and screens. Mehrotra himself had led a team for the last one and a half years working on how to bring about this transformation and create an interface with startups. He says: “Today we work with at least 1,000 startups. This number has gone up 5x in the last year.” IBM also has an investment arm that can provide a round of finance to startups and clearly wants to partner in their growth. Agarwal adds, “We will now have different kinds of partners: Startups that will only want to work with our application programming interface (API); the likes of Wipro or Infosys that will want our infrastructure and intellectual property; someone like L&T Infotech that will bring in their own infrastructure understanding.”
\n
\nFinding New Horizons<\/strong>
\nAs the India opportunity has opened up, more resources have been allocated to India, especially in research. Chairman Narayanan told ET Magazine in an emailed interview: “IBM in India is a microcosm of the global company. This is a recognition of the skills, talent and capabilities India offers. We have always leveraged our global capabilities to serve the India market and the India capabilities, expertise and talent for our global clients.”
\n
\nSriram Raghavan, director of IBM Research in India, adds: “Six years ago, 80-90% of research activities in India would be catering to global needs. Today, at least 40% of our resources are focused on finding solutions for India.”
\n
\nWhat kind of research is IBM engaged in for the Indian market? Consider how it has worked on combining technologies around the internet of things and AI to come up with solutions for agriculture. On-ground sensors and machine intelligence that can read weather reports now combine to judge the amount of water available for crops at a particular time across agricultural fields. The on-ground sensors help to reduce errors that would have been made by a system dependent solely on AI. There are offerings that use blockchain technologies to give solutions around GST implementation and supply chain financing.
\n
\nToday IBM is seeking out new business with customers like public sector banks and rural jewellers, helping their own transformations. Lula Mohanty, managing partner, IBM Global Business Services, talks about a jeweller client whose salespeople actually visit customers in villages on cycles trying to sell jewellery. “We got the fieldforce armed with tablets loaded with the entire range the jeweller has to offer and an app — what we call a cognitive mirror. A customer can see herself wearing that particular design through the app,” she adds. Similarly, work is on in India with a tyre manufacturer who wants to develop a fully connected tyre that can inform the driver about drop in tyre pressure and other problems.
\n
\n“In the Western markets we are providing incremental improvements while in India, because our customers are slightly behind the curve, we are building end-to-end solutions for them,” explains Mohanty. Will the enthusiasm be matched with money, especially since IBM is not in the pink of health globally? Narayanan says: “IBM has always invested heavily in India. We continue to build on our strength in India and leverage the capabilities for the India marketplace and global clients.”\n\n<\/p><\/body>","next_sibling":[{"msid":60814258,"title":"We want to establish clear leadership in areas like security and blockchain: IBM India MD Karan Bajwa","entity_type":"ARTICLE","link":"\/news\/we-want-to-establish-clear-leadership-in-areas-like-security-and-blockchain-ibm-india-md-karan-bajwa\/60814258","category_name":null,"category_name_seo":"telecomnews"}],"related_content":[],"seoschemas":false,"msid":60816475,"entity_type":"ARTICLE","title":"How the oldest IT company IBM is discovering its India story","synopsis":"This is not the first time IBM is transforming itself. Founded in 1911, it has seen a few already, including in the early \u201990s when it faced bankruptcy.","titleseo":"telecomnews\/how-the-oldest-it-company-ibm-is-discovering-its-india-story","status":"ACTIVE","authors":[{"author_name":"Suman Layak","author_link":"\/author\/479230426\/suman-layak","author_image":"https:\/\/etimg.etb2bimg.com\/authorthumb\/479230426.cms?width=250&height=250&imgsize=38868","author_additional":{"thumbsize":true,"msid":479230426,"author_name":"Suman Layak","author_seo_name":"suman-layak","designation":"Editor","agency":false}}],"Alttitle":{"minfo":""},"artag":"ET Bureau","artdate":"2017-09-24 16:51:45","lastupd":"2017-09-24 16:55:06","breadcrumbTags":["Technologies","International Data Corporation","Indian IT services","Sunday ET","IBM India","industry","artificial intelligence"],"secinfo":{"seolocation":"telecomnews\/how-the-oldest-it-company-ibm-is-discovering-its-india-story"}}" data-authors="[" suman layak"]" data-category-name="" data-category_id="" data-date="2017-09-24" data-index="article_1">
类似的感觉兴奋,跳成绿色或环保,弥漫在IBM印度办公室今天。该组织正处于转型关注印度市场。凝望,目的是是印度更有利可图的业务增长,尽管IBM全球报告了21个季度的收入下降。
来自印度的数字实际做出自己的情况(见数字证明)。2015 - 16日,去年的数字是,IBM印度收入的报告印度IT服务业务的三分之一的出口份额的馅饼。然而,印度的营业利润比出口业务近100卢比(2016卢比vs 1921卢比)。
在过去12个月,IBM印度曾在许多方面解决印度市场。最明显的变化的感应卡兰Bajwa从微软印度印度的董事总经理,虽然Narayanan将专注于出口。分开,有公司的战略的全面改革,拥抱开源和提供一个平台,其最大的客户与公司和国内球员在数据分析和服务人工智能(AI)相关技术。也调整研究资源开发解决印度问题在不同的技术,包括云分析和区块链。并从印度招聘机构,它没有做的东西差不多有十年了。
它会对未来的工作是一个问题。这已经不是第一次IBM转型。成立于1911年,它已经见过几个,包括在90年代早期面临破产。但这一次,印度可以IBM的关键,占全球四分之一的员工。
“这是毋庸置疑的,印度是一个重要的增长地理,和它需要执行多个杠杆一个组织要想成功,”维纳Reddy说,IDC全球卓越中心的负责人在班加罗尔。“总的来说,IBM的战略杠杆都到位。现在的关键是精诚团结和执行这些计划。“国际数据公司(IDC),或国际数据公司,是一个全球性的市场情报公司。
新常态的轮廓
9月的第一个星期,主席Narayanan班加罗尔。坐在客队区室,俯瞰高尔夫球场,Shailesh Agarwal, IBM的战略和业务主管,解释新标准:新时代的客户做了所有的研究甚至推销开始前;没有竞争对手的公司如何成为IBM的首席威胁(微软);也有一个客户也可能成为另一个竞争对手交易,另一个合作伙伴。
“文化吃午餐,战略”阿加沃说,服用后管理大师彼得•德鲁克和试图解释IBM不得不改变它的人民整体的方式接近市场。
阿加瓦尔的战略轮廓也解释了微软和IBM是如何发生冲突的。都是利用大型企业的主要客户基地,培养了几十年。旧的大型企业是大量数据的存储库,从来没有被利用。数据分析、认知和机器学习产品可以为客户提供的价值。IBM希望创建一个平台,创业公司和IT服务公司可以与这些大型企业提供解决方案,使用IBM的工具。尽管谷歌和亚马逊Web服务是为创业公司提供这样的工具之外,他们没有IBM或微软的牵引与大客户。
方法之一,击败微软肯定会偷猎关键高管——Bajwa,船上人作为战略执行和转换在亚太地区2016年7月,可以笑。但是他死了认真aim的策略。Bajwa,高架MD 1月,说:“印度是全球增长最快的市场之一,IBM在印度代表的方方面面。“事实上,Bajwa感应后,一个新的积极的方法指出了印度市场分析人士对该公司在印度。创始人Sanchit梵Gogia灰狗的研究,说:“真正的势头在过去四个季度只有拿起。在Narayanan早些时候,虽然进行了一些努力,但这侵犯失踪了。”
除了横向和垂直
Bajwa感觉有金矿的数据和服务是建立在在印度。“只有20%的数据是大型企业。其余仍在,实权坐在这些公司内部,“Bajwa说。
解释的变化思维继续下去,他补充说,数据分析和云不能被视为一个水平的功能。“数据分析、认知和云技术不是一个水平,我们可以适用于每一个垂直。我们必须考虑不同。每一个行业需要自己的解决方案。”
都是IBM说,它将所有的解决方案。它试图做的就是手指在今天尽可能多的馅饼被烤。而大客户将手持通过使用云的过程和相关技术,为中型企业一个新的平台已经生活。首席数字官他Mehrotra解释了如何创建一个市场带来不同的政党。市场的一边是中型客户,另一方面是电子商务球员和初创公司。IBM已经填充空间由其技术团队有自己的工具。电子商务企业可以自由访问IBM工具和创建解决方案,并将它们在市场上。客户和公司也免费的互动。Mehrotra说,随着平台的成熟甚至看到由第三方产品。
Mehrotra在大使馆GolfLinks经营从一间办公室,他说经常被用作会见一个车库头老板的电子商务企业。办公室里有多个部门,白板和屏幕。Mehrotra本人带领一个团队在过去的一年半工作如何使这种转变和初创公司创建一个接口。他说:“今天我们至少有1000创业公司工作。这个数字在去年上涨了5倍。“IBM也有投资部门,可以提供一个轮融资创业,显然想合作伙伴在他们的增长。阿加瓦尔说:“我们现在将有不同的合作伙伴:创业公司,只会想使用我们的应用程序编程接口(API);Wipro和印孚瑟斯,希望我们的基础设施和知识产权;像L&T信息技术将在自己的基础设施的理解。”
寻找新的视野
随着印度机会开放,更多的资源被分配给印度,特别是在研究。主席在电子邮件采访中ET杂志采访时称:“IBM在印度是全球公司的缩影。这是一个识别的技能、天赋和能力印度提供。我们总是利用我们的全球能力服务于印度市场和印度能力,专业知识和人才为我们的全球客户。”
主任斯Raghavan IBM Research在印度,补充道:“六年前,80 - 90%的研究活动在印度会迎合全球需求。今天,至少40%的资源集中在印度寻找解决方案。”
什么样的研究是IBM从事印度市场吗?考虑它如何工作相结合技术在物联网和智能农业想出解决方案。地面传感器和机器智能,可以看天气预报现在结合判断可用水量在农田作物在特定时间。地面传感器有助于减少错误,已经由一个系统完全依赖人工智能。有产品使用区块链技术给解决方案在销售税实现和供应链融资。
今天IBM正在寻找新的业务与客户与公共部门银行和农村的珠宝商,帮助自己的转换。卢拉莫汉蒂、合伙人、IBM全球业务服务,谈到一个珠宝商客户的销售人员拜访客户在村庄周期试图出售珠宝。“我们得到了fieldforce手持平板电脑充斥着整个范围珠宝商提供和应用程序——我们称之为认知镜子。客户可以看到自己穿着特定的设计通过应用,”她补充道。同样的,工作是在印度,轮胎制造商谁想开发一个完全连接轮胎,轮胎气压下降可以告知司机和其他问题。
“西方市场我们提供改进而在印度,因为我们的客户是身后曲线,我们为他们构建端到端解决方案,”莫汉蒂解释说。热情会与金钱,特别是IBM不在全球健康的粉红色吗?Narayanan说:“IBM公司一直在印度进行了巨额投资。我们在印度继续推进我们的力量和利用印度市场和全球客户的能力。”
The inviting greens of the Karnataka Golf Association’s 18-hole course open up just besides IBM India<\/a> chairman Vanitha Narayanan’s office at Embassy GolfLinks Business Park. The view of the grass is partially blocked by the trees bordering the course, and also the high-driving fence that prevents golf balls from hurtling into offices. Nevertheless, the vast expanse of greenery, especially given Bengaluru’s traffic congestion, is spectacular. Holes one to five as well as eight are close by and the sense of excitement and thoughts of a round of golf are never far.
\n
\nA similar sense of excitement, of jumping into something green or greener, pervades right through IBM India offices today. The organisation is in the midst of transforming itself to focus on the Indian market. It is metamorphosing with the aim to grow the more profitable India business, even as globally IBM has reported 21 quarters of declining revenues.
\n
The numbers from India actually make their own case (see Numbers Make the Case). In 2015-16, the last year for which numbers are available, IBM India reported revenues for the Indian IT services<\/a> business that were a third of the exports slice of the pie. However, the operating profit for the Indian bit was bigger than the exports business by almost Rs 100 crore (Rs 2,016 crore vs Rs 1,921 crore).
\n
\n
\n
In the last 12 months, IBM India has worked in many ways to address the Indian market. The most visible change has been the induction of Karan Bajwa from Microsoft India as the India-focused managing director, while Narayanan will focus on exports. That apart, there has been an overhaul of the company’s strategy, embracing open source and providing a platform for its biggest clients to interact with startups and domestic services players on data analytics and artificial intelligence<\/a> (AI)-related technologies<\/a>. It has also reoriented research resources to develop solutions to Indian problems on different technologies, including cloud analytics and blockchain. And it is back to hiring from the top Indian institutes, something that it had not done much for almost a decade.
\n
\n
\n
\nWill it work is a question for the future. This is not the first time IBM is transforming itself. Founded in 1911, it has seen a few already, including in the early ’90s when it faced bankruptcy. But this time around, India can be key to IBM, which accounts for a fourth of its global staff.
\n
“It is beyond doubt that India is an important growth geography, and it requires execution on multiple levers for an organisation to succeed,” says Venu Reddy, head of IDC’s Global Centre of Excellence in Bengaluru. “Overall, the strategic levers are all in place for IBM. The key now would be to work cohesively and execute these plans.” IDC, or International Data Corporation<\/a>, is a global market intelligence firm.
\n
\nContours of the New Normal<\/strong>
\nIn the first week of September, chairman Narayanan was out of Bengaluru. Sitting in the visitors’ area of her chamber, overlooking the golf course, Shailesh Agarwal, IBM’s head of strategy and operations, was explaining the new normal: how the new-age customer did all the research even before the sales pitch began; how companies that were never competitors have emerged as IBM’s chief threat (read Microsoft); and also how a customer could also become a competitor for another deal and a partner for yet another.
\n
\n
\n
\n“Culture eats strategy for lunch,” said Agarwal, taking after management guru Peter Drucker and trying to explain how IBM had to change the overall way its people approached the market.
\n
\nThe strategy that Agarwal outlines also explains how Microsoft and IBM are on a collision course. Both are leveraging their key customer bases of large enterprises, cultivated over decades. The old large enterprises are repositories of large amounts of data that have never been harnessed. Data analytics, cognitive and machine learning offerings can provide a lot of value for the customer. IBM is keen to create a platform where startups and IT services firms can interact with these large enterprises offering solutions, using IBM’s tools. While even Google and Amazon Web Services are offering such tools for startups, they do not have the traction of an IBM or a Microsoft with large clients.
\n
\nOne way, then, of beating Microsoft would surely be poaching its key executives — something Bajwa, who came on board as executive for strategy and transformation in the Asia-Pacific region in July 2016, can laugh about. But he’s dead serious about the India-focused strategy. Bajwa, who was elevated as MD in January, says, “India is one of the fastest growing markets globally and every aspect of IBM is represented in India.” In fact, after the induction of Bajwa, a new aggressive approach to the Indian market has been noted by analysts who cover the company in India. Sanchit Vir Gogia, founder of Greyhound Research, says: “The real momentum has only picked up in the last four quarters. Earlier under Narayanan, while some efforts were made, this aggressiveness was missing.”
\n
\n
\n
\nBeyond Horizontals & Verticals<\/strong>
\nBajwa feels there is a gold mine of data and services to be built around it in India. “Only 20% of the data that lies with large enterprises is out. The rest remains inside and real power is sitting inside these companies,” says Bajwa.
\n
Explaining how the change in thinking continues, he adds that data analytics and cloud cannot be treated as a horizontal function. “Data analytics, cognitive and cloud technologies are not a horizontal that we can apply to each vertical. We have to think differently. Every industry<\/a> needs its own solutions.”
\n
\nNeither is IBM saying that it will have all the solutions. What it is trying to do is to have a finger in as many pies as are being baked today. While larger clients will be hand-held through the process of using cloud and related technologies, for the mid-sized companies a new platform is already live. Chief digital officer Nipun Mehrotra explains how a marketplace has been created to bring different parties together. On one side of the marketplace are mid-sized customers and on the other are ecommerce players and startups. IBM has populated the space with its own tools created by its technology team. The ecommerce players are free to access IBM tools and create solutions and place them in the marketplace. The clients and the startups are also free to interact. Mehrotra says that as the platform matures it might even see products by third parties.
\n
\nMehrotra operates from a ground-floor office in Embassy GolfLinks that he says is often used as a garage for meeting with head honchos of ecommerce ventures. The office has multiple desks, white boards and screens. Mehrotra himself had led a team for the last one and a half years working on how to bring about this transformation and create an interface with startups. He says: “Today we work with at least 1,000 startups. This number has gone up 5x in the last year.” IBM also has an investment arm that can provide a round of finance to startups and clearly wants to partner in their growth. Agarwal adds, “We will now have different kinds of partners: Startups that will only want to work with our application programming interface (API); the likes of Wipro or Infosys that will want our infrastructure and intellectual property; someone like L&T Infotech that will bring in their own infrastructure understanding.”
\n
\nFinding New Horizons<\/strong>
\nAs the India opportunity has opened up, more resources have been allocated to India, especially in research. Chairman Narayanan told ET Magazine in an emailed interview: “IBM in India is a microcosm of the global company. This is a recognition of the skills, talent and capabilities India offers. We have always leveraged our global capabilities to serve the India market and the India capabilities, expertise and talent for our global clients.”
\n
\nSriram Raghavan, director of IBM Research in India, adds: “Six years ago, 80-90% of research activities in India would be catering to global needs. Today, at least 40% of our resources are focused on finding solutions for India.”
\n
\nWhat kind of research is IBM engaged in for the Indian market? Consider how it has worked on combining technologies around the internet of things and AI to come up with solutions for agriculture. On-ground sensors and machine intelligence that can read weather reports now combine to judge the amount of water available for crops at a particular time across agricultural fields. The on-ground sensors help to reduce errors that would have been made by a system dependent solely on AI. There are offerings that use blockchain technologies to give solutions around GST implementation and supply chain financing.
\n
\nToday IBM is seeking out new business with customers like public sector banks and rural jewellers, helping their own transformations. Lula Mohanty, managing partner, IBM Global Business Services, talks about a jeweller client whose salespeople actually visit customers in villages on cycles trying to sell jewellery. “We got the fieldforce armed with tablets loaded with the entire range the jeweller has to offer and an app — what we call a cognitive mirror. A customer can see herself wearing that particular design through the app,” she adds. Similarly, work is on in India with a tyre manufacturer who wants to develop a fully connected tyre that can inform the driver about drop in tyre pressure and other problems.
\n
\n“In the Western markets we are providing incremental improvements while in India, because our customers are slightly behind the curve, we are building end-to-end solutions for them,” explains Mohanty. Will the enthusiasm be matched with money, especially since IBM is not in the pink of health globally? Narayanan says: “IBM has always invested heavily in India. We continue to build on our strength in India and leverage the capabilities for the India marketplace and global clients.”\n\n<\/p><\/body>","next_sibling":[{"msid":60814258,"title":"We want to establish clear leadership in areas like security and blockchain: IBM India MD Karan Bajwa","entity_type":"ARTICLE","link":"\/news\/we-want-to-establish-clear-leadership-in-areas-like-security-and-blockchain-ibm-india-md-karan-bajwa\/60814258","category_name":null,"category_name_seo":"telecomnews"}],"related_content":[],"seoschemas":false,"msid":60816475,"entity_type":"ARTICLE","title":"How the oldest IT company IBM is discovering its India story","synopsis":"This is not the first time IBM is transforming itself. Founded in 1911, it has seen a few already, including in the early \u201990s when it faced bankruptcy.","titleseo":"telecomnews\/how-the-oldest-it-company-ibm-is-discovering-its-india-story","status":"ACTIVE","authors":[{"author_name":"Suman Layak","author_link":"\/author\/479230426\/suman-layak","author_image":"https:\/\/etimg.etb2bimg.com\/authorthumb\/479230426.cms?width=250&height=250&imgsize=38868","author_additional":{"thumbsize":true,"msid":479230426,"author_name":"Suman Layak","author_seo_name":"suman-layak","designation":"Editor","agency":false}}],"Alttitle":{"minfo":""},"artag":"ET Bureau","artdate":"2017-09-24 16:51:45","lastupd":"2017-09-24 16:55:06","breadcrumbTags":["Technologies","International Data Corporation","Indian IT services","Sunday ET","IBM India","industry","artificial intelligence"],"secinfo":{"seolocation":"telecomnews\/how-the-oldest-it-company-ibm-is-discovering-its-india-story"}}" data-news_link="//www.iser-br.com/news/how-the-oldest-it-company-ibm-is-discovering-its-india-story/60816475">
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