New mantra for innovation
What is new ? The new mantra for global innovation is , design in India and manufacture in China. Several MNCs like Motorola have tried this model and apparently benefited from it. Read more in Business Week online special – China and India:
http://www.businessweek.com/magazine/toc/05_34/B3948chinaindia.htm
Saturday, October 29, 2005
Friday, October 21, 2005
Discovery of India
Discovery of India by Warburg Pincus
Private equity investor Warburg, which invested nearly $300 million in Bharti between 1999 and 2001, walked away with a profit of $800 million from selling two-thirds of its holdings. At Bharti's current share prices, Warburg's remaining 6% stake in the company is worth some $700 million, or more than twice what it originally invested.
Warburg is the largest private equity investor in India by far, having ploughed $811 million into the country as of mid-2005. This amount is more than twice the $362 million Warburg has invested in China, according to data provided by the National Venture Capital Association in Arlington, Va. And the investment in India generated returns in "the mid-30s over 10 years," making it most attractive place in invest. As for that vaunted Indian bureaucracy, Warburg repatriated its profits in 48 hours.
Read the story of riches : http://knowledge.wharton.upenn.edu/article/1305.cfm
Private equity investor Warburg, which invested nearly $300 million in Bharti between 1999 and 2001, walked away with a profit of $800 million from selling two-thirds of its holdings. At Bharti's current share prices, Warburg's remaining 6% stake in the company is worth some $700 million, or more than twice what it originally invested.
Warburg is the largest private equity investor in India by far, having ploughed $811 million into the country as of mid-2005. This amount is more than twice the $362 million Warburg has invested in China, according to data provided by the National Venture Capital Association in Arlington, Va. And the investment in India generated returns in "the mid-30s over 10 years," making it most attractive place in invest. As for that vaunted Indian bureaucracy, Warburg repatriated its profits in 48 hours.
Read the story of riches : http://knowledge.wharton.upenn.edu/article/1305.cfm
Thursday, October 20, 2005
R&D investment
Why payout is better for R&D investment in India?
Indian drug firms like Ranbaxy, Reddy Labs debunked the notion that new molecule discovery needs a billion dollar . This is not an isolated event is proved by research carried out at Booz Allen Hamilton, which concluded that new players in India and China with a set of different innovation effectiveness curves , need lesser resources to produce similar results than long established MNCs based in Europe, USA. The laws of diminishing returns had already set in for those MNC firms.
Read: http://www.strategy-business.com/media/file/rr00007.pdf
Indian drug firms like Ranbaxy, Reddy Labs debunked the notion that new molecule discovery needs a billion dollar . This is not an isolated event is proved by research carried out at Booz Allen Hamilton, which concluded that new players in India and China with a set of different innovation effectiveness curves , need lesser resources to produce similar results than long established MNCs based in Europe, USA. The laws of diminishing returns had already set in for those MNC firms.
Read: http://www.strategy-business.com/media/file/rr00007.pdf
Tuesday, October 18, 2005
THE WORLD FOOD PRIZE
THE WORLD FOOD PRIZE (2005)
Dr. Modadugu Vijay Gupta , an Indian scientist, has been named winner of the $250,000 World Food Prize for his work to enhance nutrition for over one million people, mostly very poor women, through the expansion of aquaculture and fish farming in South and Southeast Asia and Africa. He pioneered the development and dissemination of low-cost techniques for freshwater fish farming by the rural poor, providing farmers and their families with a nutritious food source they had not previously had. Dr. Gupta’s pioneering breeding of carp and other pond fish adaptable to a variety of different environments in rural areas—from Bangladesh to the Mekong Basin countries—combined with his tenacious efforts to help millions of small-holder farmers gain access to innovative aquaculture techniques to produce a vital supply of nutritious food brought a “Blue Revolution” to Southeast Asia and beyond.
Click on the links below for more details:
http://www.worldfoodprize.org/Laureates/05Laureate/index.htm
Dr. Modadugu Vijay Gupta , an Indian scientist, has been named winner of the $250,000 World Food Prize for his work to enhance nutrition for over one million people, mostly very poor women, through the expansion of aquaculture and fish farming in South and Southeast Asia and Africa. He pioneered the development and dissemination of low-cost techniques for freshwater fish farming by the rural poor, providing farmers and their families with a nutritious food source they had not previously had. Dr. Gupta’s pioneering breeding of carp and other pond fish adaptable to a variety of different environments in rural areas—from Bangladesh to the Mekong Basin countries—combined with his tenacious efforts to help millions of small-holder farmers gain access to innovative aquaculture techniques to produce a vital supply of nutritious food brought a “Blue Revolution” to Southeast Asia and beyond.
Click on the links below for more details:
http://www.worldfoodprize.org/Laureates/05Laureate/index.htm
Thursday, October 13, 2005
Technology for entrepreneurs
Biopesticide technology
The Indian Institute of Chemical Technology (IICT), Hyderabad developed a process for biopesticide formulation (10,000 ppm) from the seeds of custard apple and karanja. This technology developed at one kg batch process has been transferred to one small scale industry and is available for transfer to other entrepreneurs. Any takers?
The Indian Institute of Chemical Technology (IICT), Hyderabad developed a process for biopesticide formulation (10,000 ppm) from the seeds of custard apple and karanja. This technology developed at one kg batch process has been transferred to one small scale industry and is available for transfer to other entrepreneurs. Any takers?
Monday, October 10, 2005
Venture capital
Mature capital
Venture capital may soon be called mature capital, as a recent report found that smaller startup companies are seeing less VC funding than more established companies. The report came from a joint United States Department of Commerce and European Commission working group on venture capital. The findings call for more public sector and policy maker involvement in the VC process.
“Small firms need investment capital but the market has failed to provide it — public sector support is needed,” the report stated. “The work of the group confirmed that there is a fundamental market failure in the provision of early-stage financing in both the U.S. and the EU. Venture capital funds are concentrating on larger and larger deals, leaving the small and risky early-stage deals aside.”
That is due to the more attractive returns and lower risks that come with later-stage investments in more established firms and in buyouts of larger companies, the report said, warning that this can become a self-reinforcing cycle.
“Because few venture capital funds are active in the seed and early stage area, they don’t have any longer the necessary knowledge to operate there. The few remaining seed funds and the business angel investors cannot by themselves cover the demand for equity investments. The recognized benefits from the birth and growth of innovative small firms to the economies are such that public sector measures are justified to overcome this market failure in seed and early stage investments.”
Overall, the working group believes the VC industry is healthy, reporting recent total VC investment in the U.S. was $20.5 billion and in Europe $13.4 billion. Nevertheless, the report concluded that: “The discussions made it clear that each country needs to develop its own approach to venture capital, suitable to its market conditions. The policy goal, however, is common: providing growing companies with the benefit of large liquid venture capital markets.”
The joint report calls for three action items to correct the current situation. First, policy cooperation on venture capital on a cross continent basis. “Leading players are competing globally for funds and investing where return potential is high. The benefits for economic growth that venture capital brings make it essential that policy-makers recognize impediments, like administrative regulations about establishment and taxation rules, to venture investment and take action to facilitate cross-border investments. This policy process should take place in a global context, learning from best practices irrespective of their provenance.”
The U.S./EC’s second recommendation is a VC handbook for policy makers. Hopes for the handbook are that it would be forward-looking in nature, pointing to industry trends and penitential opportunities, helping to buck the cyclical venture capital industry.
And the third action item noted in the report is a resource center for policies on venture capital to facilitate VC investments and to spread information about investment conditions. To do so, the report’s parties believe that the VC industry and the public sector could cooperate to provide information about the prevailing rules, regulations and documents on venture capital on a country-by-country basis.
(Source: VC Seed Money on the Down Slope, By Suzanne Deffree -- 10/10/2005, Electronic News)
Venture capital may soon be called mature capital, as a recent report found that smaller startup companies are seeing less VC funding than more established companies. The report came from a joint United States Department of Commerce and European Commission working group on venture capital. The findings call for more public sector and policy maker involvement in the VC process.
“Small firms need investment capital but the market has failed to provide it — public sector support is needed,” the report stated. “The work of the group confirmed that there is a fundamental market failure in the provision of early-stage financing in both the U.S. and the EU. Venture capital funds are concentrating on larger and larger deals, leaving the small and risky early-stage deals aside.”
That is due to the more attractive returns and lower risks that come with later-stage investments in more established firms and in buyouts of larger companies, the report said, warning that this can become a self-reinforcing cycle.
“Because few venture capital funds are active in the seed and early stage area, they don’t have any longer the necessary knowledge to operate there. The few remaining seed funds and the business angel investors cannot by themselves cover the demand for equity investments. The recognized benefits from the birth and growth of innovative small firms to the economies are such that public sector measures are justified to overcome this market failure in seed and early stage investments.”
Overall, the working group believes the VC industry is healthy, reporting recent total VC investment in the U.S. was $20.5 billion and in Europe $13.4 billion. Nevertheless, the report concluded that: “The discussions made it clear that each country needs to develop its own approach to venture capital, suitable to its market conditions. The policy goal, however, is common: providing growing companies with the benefit of large liquid venture capital markets.”
The joint report calls for three action items to correct the current situation. First, policy cooperation on venture capital on a cross continent basis. “Leading players are competing globally for funds and investing where return potential is high. The benefits for economic growth that venture capital brings make it essential that policy-makers recognize impediments, like administrative regulations about establishment and taxation rules, to venture investment and take action to facilitate cross-border investments. This policy process should take place in a global context, learning from best practices irrespective of their provenance.”
The U.S./EC’s second recommendation is a VC handbook for policy makers. Hopes for the handbook are that it would be forward-looking in nature, pointing to industry trends and penitential opportunities, helping to buck the cyclical venture capital industry.
And the third action item noted in the report is a resource center for policies on venture capital to facilitate VC investments and to spread information about investment conditions. To do so, the report’s parties believe that the VC industry and the public sector could cooperate to provide information about the prevailing rules, regulations and documents on venture capital on a country-by-country basis.
(Source: VC Seed Money on the Down Slope, By Suzanne Deffree -- 10/10/2005, Electronic News)
Friday, October 07, 2005
Globalization
Globalization Is Changing the Ways Which Companies Can Create Value
While some companies are already enjoying the fruits of globalization – e.g., Israel-based Teva in pharmaceuticals, India's Infosys in information technology, and Rolls-Royce in engines and turbines – most others are a couple of years behind the globalization curve, according to Adrian Slywotzky, a director of Mercer Management Consulting. Slywotzky points out that although many managers know that building a global business model is fundamental to success, they're not yet clear how it matters, how dangerous it can be, and how big the upside could be.
Globalization is no longer an extrapolation of the experience of the past 40 years in textiles, apparel, steel, electronics, and so on, Slywotzky says. Nor is it just about low costs, outsourcing, or engineers in India and China. The real opportunities, he says, lie in the proliferation of ways to design a better business – ways to source, create new customer segments, collaborate with other firms, and carry out innovation. "Globalization makes strong business models stronger," he says. "At the same time, it makes weak business models weaker, what with more competition, less differentiation, more risks, and greater disconnect from customers. And it will create more no-profit zones for companies and even entire industries." Mercer's research has uncovered several globalization trends that are having the greatest impact on companies.
First, new competitors are combining low cost and high technology to build market share very quickly. Apex, a Chinese manufacturer, sold its first DVD player in 2000, focusing on low price and special features as well as building relationships with major retailers such as Circuit City. Just two years later, Apex surpassed Sony to become the U.S. market share leader.
Second, the traditional sources of strategic control that protect profits from poaching by competitors – such as patent, brand, manufacturing scale, access to talent, and a two-year lead – will erode or disappear. Slywotzky maintains that companies must find and create new sources of strategic control, possibly in their ability to synchronize their activities super-efficiently or in creating a culture that retains and motivates the best and brightest.
Third, determining the right mix of common and custom business designs, products, and brands will become critical. Globalization involves greater heterogeneity (different income pyramids and customer priorities in each geography), plus greater complexity (different infrastructure such as telecommunications networks, highways, and distribution channels) multiplied over many more customer segments. Slywotzky comments: "Customize too much, and a firm will go broke. Too little, and nobody will buy – so the firm will also go broke. Customize in the wrong places, and it will go broke even more quickly."Finally, the areas where companies can create value are changing on a global economic stage, moving away from the traditional activity chain. For many established players, there will be three fundamental routes to add value:
Adrian Slywotzky is based in the firm's Boston office and can be reached at 617-424-3200 or Adrian.Slywotzky@mercermc.com.
While some companies are already enjoying the fruits of globalization – e.g., Israel-based Teva in pharmaceuticals, India's Infosys in information technology, and Rolls-Royce in engines and turbines – most others are a couple of years behind the globalization curve, according to Adrian Slywotzky, a director of Mercer Management Consulting. Slywotzky points out that although many managers know that building a global business model is fundamental to success, they're not yet clear how it matters, how dangerous it can be, and how big the upside could be.
Globalization is no longer an extrapolation of the experience of the past 40 years in textiles, apparel, steel, electronics, and so on, Slywotzky says. Nor is it just about low costs, outsourcing, or engineers in India and China. The real opportunities, he says, lie in the proliferation of ways to design a better business – ways to source, create new customer segments, collaborate with other firms, and carry out innovation. "Globalization makes strong business models stronger," he says. "At the same time, it makes weak business models weaker, what with more competition, less differentiation, more risks, and greater disconnect from customers. And it will create more no-profit zones for companies and even entire industries." Mercer's research has uncovered several globalization trends that are having the greatest impact on companies.
First, new competitors are combining low cost and high technology to build market share very quickly. Apex, a Chinese manufacturer, sold its first DVD player in 2000, focusing on low price and special features as well as building relationships with major retailers such as Circuit City. Just two years later, Apex surpassed Sony to become the U.S. market share leader.
Second, the traditional sources of strategic control that protect profits from poaching by competitors – such as patent, brand, manufacturing scale, access to talent, and a two-year lead – will erode or disappear. Slywotzky maintains that companies must find and create new sources of strategic control, possibly in their ability to synchronize their activities super-efficiently or in creating a culture that retains and motivates the best and brightest.
Third, determining the right mix of common and custom business designs, products, and brands will become critical. Globalization involves greater heterogeneity (different income pyramids and customer priorities in each geography), plus greater complexity (different infrastructure such as telecommunications networks, highways, and distribution channels) multiplied over many more customer segments. Slywotzky comments: "Customize too much, and a firm will go broke. Too little, and nobody will buy – so the firm will also go broke. Customize in the wrong places, and it will go broke even more quickly."Finally, the areas where companies can create value are changing on a global economic stage, moving away from the traditional activity chain. For many established players, there will be three fundamental routes to add value:
- Customer connections – understanding and addressing local customer priorities more deeply than competitors do, as Lever does in India.
- A proprietary information chain – that is parallel to and governs the activity chain-better data (on customers, supply, service, and technology) combined with better application systems and a culture that knows how to use them.
- Science and innovation – -particularly customer-relevant innovation. Half the employees at telecom equipment maker Huawei work in development, many on the customer's site. Slywotzky argues that companies will have to step up the pace of university alliances and global talent sourcing, while inventing new ways to protect their intellectual capital in the process.
Adrian Slywotzky is based in the firm's Boston office and can be reached at 617-424-3200 or Adrian.Slywotzky@mercermc.com.
Thursday, October 06, 2005
Technology for Women
Technology for Women
Government of India, Department of Scientific and Industrial Research, started a new program “ Technology Development & Utilisation Programme for Women”. Under this program , grants will provided for promoting adoption of new technologies by women and skill up-gradation of women entrepreneurs.
Interested, mail to srv@nic.in for details.
Government of India, Department of Scientific and Industrial Research, started a new program “ Technology Development & Utilisation Programme for Women”. Under this program , grants will provided for promoting adoption of new technologies by women and skill up-gradation of women entrepreneurs.
Interested, mail to srv@nic.in for details.
Kauffman Fellows Program
Kauffman Fellows Program
Want to work in a Venture Capital firm? The Kauffman Fellows Program has been grooming the future leaders of top-tier venture capital firms and venture-backed businesses since 1994. It is one of the few in this category.
Interested? See their web site : http://www.kauffmanfellows.org/kfp/index.asp
Want to work in a Venture Capital firm? The Kauffman Fellows Program has been grooming the future leaders of top-tier venture capital firms and venture-backed businesses since 1994. It is one of the few in this category.
Interested? See their web site : http://www.kauffmanfellows.org/kfp/index.asp
Tuesday, October 04, 2005
Incentives for research
Incentives for scientific research under Income tax Act
Ministry of Finance , Government of India, has set up a committee to look into the incentives/ deductions under income tax rules and evolve ideas for more focused spending on genuine research activity. Dr R A Mashelkar, Secretary, DSIR is the chairman of this committee. The committee has to submit its report by end of November 2005.
Any suggestions?
Ministry of Finance , Government of India, has set up a committee to look into the incentives/ deductions under income tax rules and evolve ideas for more focused spending on genuine research activity. Dr R A Mashelkar, Secretary, DSIR is the chairman of this committee. The committee has to submit its report by end of November 2005.
Any suggestions?
Monday, October 03, 2005
Goverdhan Mehta
Goverdhan Mehta
Noted scientist Goverdhan Mehta has been honoured with the Chevalier de la Legion d'Honneur (Knight of the Legion of Honour) award by the French government. French Ambassador to India Dominique Girard will confer the award on Mehta, the former Director of the Indian Institute of Science, at a function in New Delhi Tuesday, a French embassy release said. Mehta has been honoured with the award "in recognition of his talents and major contribution to Indo-French ties", it said.
During his tenure at the IISc, the Indo-French cyber university based on the cutting edge satellite technology was set up between the institute and Toulouse. The Indo-French scientific collaboration reached a new high during his stint at the IISc and several projects in Mehta's area of specialisation -- Organic Synthesis and Solid State Chemistry -- were initiated by the institutes in the two countries.
Noted scientist Goverdhan Mehta has been honoured with the Chevalier de la Legion d'Honneur (Knight of the Legion of Honour) award by the French government. French Ambassador to India Dominique Girard will confer the award on Mehta, the former Director of the Indian Institute of Science, at a function in New Delhi Tuesday, a French embassy release said. Mehta has been honoured with the award "in recognition of his talents and major contribution to Indo-French ties", it said.
During his tenure at the IISc, the Indo-French cyber university based on the cutting edge satellite technology was set up between the institute and Toulouse. The Indo-French scientific collaboration reached a new high during his stint at the IISc and several projects in Mehta's area of specialisation -- Organic Synthesis and Solid State Chemistry -- were initiated by the institutes in the two countries.
Friday, September 30, 2005
Creativity Technique
Creativity Techniques - How to get going when ideas get stuck! By Matthias Groh, PMP
Have you been in project situations that appeared non-resolvable? Have you struggled to find ways to solve some of the seemingly difficult problems? Have you found yourself at a point during a project's life cycle from where you had no idea how to proceed? You are not alone! Schedule constraints, resource conflicts, scope changes, etc. can often leave people thinking that there's no way out. But you need to find a way, a smart and quick way to proceed in your project in these situations. This is where creativity techniques come to play. Creativity techniques can help free the mind and enable you to come up with real innovative solutions. Read more :
http://www.allpm.com/modules.php?op=modload&name=News&file=article&sid=1440
Have you been in project situations that appeared non-resolvable? Have you struggled to find ways to solve some of the seemingly difficult problems? Have you found yourself at a point during a project's life cycle from where you had no idea how to proceed? You are not alone! Schedule constraints, resource conflicts, scope changes, etc. can often leave people thinking that there's no way out. But you need to find a way, a smart and quick way to proceed in your project in these situations. This is where creativity techniques come to play. Creativity techniques can help free the mind and enable you to come up with real innovative solutions. Read more :
http://www.allpm.com/modules.php?op=modload&name=News&file=article&sid=1440
Wednesday, September 21, 2005
Long Afterglow Luminescent powder
Long Afterglow Luminescent Powder
Long decay phosphors is capable of emitting light in the visible range not only during excitation but also for a long period of time after excitation is cut off. National Physical Laboratory (NPL) , New Delhi developed this long decay phosphor powder which can be processed into different media and used in variety of applications like sports equipment, toys, warning signs, escape routes .
Long decay phosphors is capable of emitting light in the visible range not only during excitation but also for a long period of time after excitation is cut off. National Physical Laboratory (NPL) , New Delhi developed this long decay phosphor powder which can be processed into different media and used in variety of applications like sports equipment, toys, warning signs, escape routes .
Tuesday, September 20, 2005
TECHNOLOGY BAZAAR 2005
TECHNOLOGY BAZAAR, 2005, Hyderabad
Is there a dearth of innovative technologies for small entrepreneurs in India? Check out the number of technologies offered during the Technology Bazar, 2005.
http://www.indianinnovatorsforum.org/tech_bazaar2005.htm
Is there a dearth of innovative technologies for small entrepreneurs in India? Check out the number of technologies offered during the Technology Bazar, 2005.
http://www.indianinnovatorsforum.org/tech_bazaar2005.htm
Monday, September 19, 2005
Dr RA Mashelkar
Dr R.A. Mashelkar
Business Journals applauding achievements of business persons and political leaders is not new- it makes news when the person honoured was a scientist. Business Week cited Dr R.A.Mashelkar, as among the Top 25 Stars of Asia. Dr Mashelkar is Director General of CSIR, India and is credited for transforming those 40 research labs apart from guiding S&T policies of India for over a decade. He is also ranked amongst Top most 50 influential people in the world, by Managing Intellectual Property journal, for the year 2005.
Business Journals applauding achievements of business persons and political leaders is not new- it makes news when the person honoured was a scientist. Business Week cited Dr R.A.Mashelkar, as among the Top 25 Stars of Asia. Dr Mashelkar is Director General of CSIR, India and is credited for transforming those 40 research labs apart from guiding S&T policies of India for over a decade. He is also ranked amongst Top most 50 influential people in the world, by Managing Intellectual Property journal, for the year 2005.
Saturday, September 17, 2005
RegenD
Regen-D
Dr Krishna M Ella, CMD, Bharat Biotech International Ltd (BBIL) launched Regen-D, India’s first recombinant human epidermal growth factor in July 2005. It is not a new molecule, there are 1600 patents surrounding the old molecule, BBIL created a new formulation. Apart from treating burn injuries, Regen also helps in treatment of diabetic foot ulcers- a major problem in India, where some 40,000 foot amputations are carried out every year.
Read more in Business India, Sepe 12-25, 2005 print edition.
Dr Krishna M Ella, CMD, Bharat Biotech International Ltd (BBIL) launched Regen-D, India’s first recombinant human epidermal growth factor in July 2005. It is not a new molecule, there are 1600 patents surrounding the old molecule, BBIL created a new formulation. Apart from treating burn injuries, Regen also helps in treatment of diabetic foot ulcers- a major problem in India, where some 40,000 foot amputations are carried out every year.
Read more in Business India, Sepe 12-25, 2005 print edition.
Wednesday, September 14, 2005
Nasscoms panel discussion
Nasscom's panel discussion on Innovation in R&D.
Is Indian industry too services-oriented and culturally lack the spirit of innovation, or is it on its way to becoming a hub for innovation? These were some of the thought-provoking issues that were discussed during a Nasscom's panel discussion on Innovation in R&D. Out of the total Indian IT/ITES $22.2 billion export pie, R&D services including both captive and third party account for $2.7 billion and is growing at 35% every year. Milind Gandhe, GM, Strategic Planning, Sasken Communications, a company that is into both R &D services as well as products, said that it was important for companies to get an early start into the market and get aggressive by being part of standardization bodies to get an edge in filing patents. All the panelists also agreed that the Indian IT professional's traditional risk averse mindset was more oriented towards services, and this had to change if India wants to be reckoned as a serious player for product innovation.
Links : ">http://www.ciol.com/content/news/1899/105091420.asp
Is Indian industry too services-oriented and culturally lack the spirit of innovation, or is it on its way to becoming a hub for innovation? These were some of the thought-provoking issues that were discussed during a Nasscom's panel discussion on Innovation in R&D. Out of the total Indian IT/ITES $22.2 billion export pie, R&D services including both captive and third party account for $2.7 billion and is growing at 35% every year. Milind Gandhe, GM, Strategic Planning, Sasken Communications, a company that is into both R &D services as well as products, said that it was important for companies to get an early start into the market and get aggressive by being part of standardization bodies to get an edge in filing patents. All the panelists also agreed that the Indian IT professional's traditional risk averse mindset was more oriented towards services, and this had to change if India wants to be reckoned as a serious player for product innovation.
Links : ">http://www.ciol.com/content/news/1899/105091420.asp
Red Herrings Asia 100 survey
Red Herring’s Asia 100 Survey
Several Red hot and young Indian tech companies have made it to Red Herring's first-ever Asia 100 survey. Contrary to the popular perception, apart from Progeon, there are no outsourcing firms in the list. The list includes companies that are slowly, but surely, changing the rules of the games: Applabs Technologies, Comat Technologies, DQ Entertainment, Ittiam Systems, Jataayu, Navin Communications, Pinstorm, Pramati, Tejas Networks India, Bharti Telesoft, Indiagames and Progeon.
Sashi Reddi founded Applabs Technologies is recognized as a global testing, development and certification solutions services specialist. Bangalore-based Tejas Networks, on the other hand, develops advanced optical networking products for global markets. In the same league is not-so-new Jataayu Software, which is working in the niche segment of Mobile Internet apps domain and is a partner in AOL Mobile Developer Programme. Former Texas Instruments India managing director Srini Rajam’s baby Ittiam Systems, is focused on digital signal processing systems in media and communications. DQ Entertainment is the largest animation outsourcing company and co-produces TV series and co-owns global IPR's, DVD movie titles and features with European, Canadian and Australian companies.
Several Red hot and young Indian tech companies have made it to Red Herring's first-ever Asia 100 survey. Contrary to the popular perception, apart from Progeon, there are no outsourcing firms in the list. The list includes companies that are slowly, but surely, changing the rules of the games: Applabs Technologies, Comat Technologies, DQ Entertainment, Ittiam Systems, Jataayu, Navin Communications, Pinstorm, Pramati, Tejas Networks India, Bharti Telesoft, Indiagames and Progeon.
Sashi Reddi founded Applabs Technologies is recognized as a global testing, development and certification solutions services specialist. Bangalore-based Tejas Networks, on the other hand, develops advanced optical networking products for global markets. In the same league is not-so-new Jataayu Software, which is working in the niche segment of Mobile Internet apps domain and is a partner in AOL Mobile Developer Programme. Former Texas Instruments India managing director Srini Rajam’s baby Ittiam Systems, is focused on digital signal processing systems in media and communications. DQ Entertainment is the largest animation outsourcing company and co-produces TV series and co-owns global IPR's, DVD movie titles and features with European, Canadian and Australian companies.
Monday, September 12, 2005
Sai Gundavelli
Sai Gundavelli
Sai Gundavelli is the CEO of Solix Technologies, a Sunnyvale, CA based provider of enterprise data management solutions. Gundavelli, an angel investor and entrepreneur started Solix in 1995 on the principle that eighty percent of the data on an enterprises’ system is active only twenty percent of the time. Solix has offices in North America, Europe, Middle East and Asia. Prior to founding Solix technologies, Gundavelli spearheaded several strategic initiatives and managed key product portfolios of technology leaders like CISCO Systems, Arix Corp. and Modular Integrated Systems. Gundavelli holds a Master’s in Mechanical Engineering from the University of Oklahoma.
Solix started in Enterprise Application Services. When Enterprise Application Services started evaporating in the early months of 2001, they needed to quickly reset our direction. They identified a new space—Enterprise Data Management—that was product-based rather than services-based. Traditionally, building a product company requires a different culture compared to a services company and you seldom see one company doing both. It required a lot of leadership from Solix team to accomplish that, and they did.
You can read his article on Leadership in Silicon India, Sept 12th issue. Link is provided below:
http://www.siliconindia.com/magazine/fullstory.asp?aid=CAU259820390
Sai Gundavelli is the CEO of Solix Technologies, a Sunnyvale, CA based provider of enterprise data management solutions. Gundavelli, an angel investor and entrepreneur started Solix in 1995 on the principle that eighty percent of the data on an enterprises’ system is active only twenty percent of the time. Solix has offices in North America, Europe, Middle East and Asia. Prior to founding Solix technologies, Gundavelli spearheaded several strategic initiatives and managed key product portfolios of technology leaders like CISCO Systems, Arix Corp. and Modular Integrated Systems. Gundavelli holds a Master’s in Mechanical Engineering from the University of Oklahoma.
Solix started in Enterprise Application Services. When Enterprise Application Services started evaporating in the early months of 2001, they needed to quickly reset our direction. They identified a new space—Enterprise Data Management—that was product-based rather than services-based. Traditionally, building a product company requires a different culture compared to a services company and you seldom see one company doing both. It required a lot of leadership from Solix team to accomplish that, and they did.
You can read his article on Leadership in Silicon India, Sept 12th issue. Link is provided below:
http://www.siliconindia.com/magazine/fullstory.asp?aid=CAU259820390
Sunday, September 11, 2005
New Orleans.......Mumbai
Here's an email that's making its round among Hams all over.......
inches of rain in new orleans due to hurricane katrina... 18
inches of rain in mumbai (July 27th).... 37.1
population of new orleans... 484,674
population of mumbai.... 12,622,500
deaths in new orleans within 48 hours of katrina... 100
deaths in mumbai within 48hours of rain.. 37.
number of people to be evacuated in new orleans... entire city.. wohh
number of people evacuated in mumbai...10,000
Cases of shooting and violence in new orleans... Countless
Cases of shooting and violence in mumbai.. NONE
Time taken for US army to reach new orleans... 48hours
Time taken for Indian army and navy to reach mumbai... 12hours
status 48hours later...
new orleans is still waiting for relief, army and electricty
status 48hours later..mumbai
is back on its feet and is business is as usual
USA...world's most developed nation
India...JUST A DEVELOPING NATION..
inches of rain in new orleans due to hurricane katrina... 18
inches of rain in mumbai (July 27th).... 37.1
population of new orleans... 484,674
population of mumbai.... 12,622,500
deaths in new orleans within 48 hours of katrina... 100
deaths in mumbai within 48hours of rain.. 37.
number of people to be evacuated in new orleans... entire city.. wohh
number of people evacuated in mumbai...10,000
Cases of shooting and violence in new orleans... Countless
Cases of shooting and violence in mumbai.. NONE
Time taken for US army to reach new orleans... 48hours
Time taken for Indian army and navy to reach mumbai... 12hours
status 48hours later...
new orleans is still waiting for relief, army and electricty
status 48hours later..mumbai
is back on its feet and is business is as usual
USA...world's most developed nation
India...JUST A DEVELOPING NATION..
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