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Technology and Technologists: The Core of IBM Overview of IBM India

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Technology and Technologists: The Core of IBM Overview of IBM India

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    1. 1 Technology and Technologists: The Core of IBM Overview of IBM India C. Mohan, Ph.D. IBM Fellow & IBM India Chief Scientist mohan@almaden.ibm.com http://www.almaden.ibm.com/u/mohan/

    2. 2 Historic IBM India Employee Town Hall & Global Briefing First ever annual analyst/investor briefing outside US: In Bangalore, June 6-7, 2006 10,000 employees in person in Bangalore with President of India as chief guest and live feeds to other cities with local gatherings in them

    3. 3 IBM India Extensive Operations Across India

    4. 4 IBM India

    5. 5 IBM: The Innovators Innovator! 2006 India IT Innovation Award (with Bharti) ~ $6B R&D investment annually, > $90B revenue > 225,000 techies (~60 Fellows, ~500 DEs) Major transformation of company Near death experience in early 90s Business model change: services area, Move from captive markets for IBM technology units to outside customers Collaborative innovation: Sony, Motorola, Globally Integrated Enterprise (GIE) Getting out of low margin businesses Joint innovation with clients (e.g., ABN Amro) Innovation culture via diversity

    6. 6 Encouraging Innovation at IBM: The Ecosystem Well-defined and highly appreciated technical career path Technical Execs: Fellows, Distinguished Engineers (DEs) Senior Technical Staff Member (STSM), Architects, Invention disclosures, patent plateaus, Master Inventors: money and peer recognition, factors in technical promotions; Extra incentives for new areas Rewards: Corporate Innovation / Patent Portfolio awards, Outstanding Innovation / Technical Achievement Awards (OIAs, OTAAs) Internal and external conferences IBM Academy of technology, Architecture Boards Measurement criteria, even in Research division Patents CEO milestones Internal and external awards Product impact Publications

    7. 7 Encouraging Innovation at IBM: The Ecosystem Extreme Blue Fast Forward Speed Teams Sharenets IBM Academy Affiliates Innovation Days Thinkplace Briefing Centers Industry Solution Labs Patent Cafes IBM Institute for Business Value

    8. 8 IBM Research Worldwide

    9. 9 IBM Research Ecosystem

    10. 10 Evolution of Researchs Role

    11. 11 History of Innovations

    12. 12 Researchs Strategic Thrusts

    13. 13 Diversity of Disciplines at IBM Research

    14. 14 Culture of Innovation External Recognition

    15. 15 14 Years of IBM Patent Leadership - 2006

    16. 16 IBM Patent Leadership 2006

    17. 17 Global Technology & Global Innovation Outlook

    18. 18 The Global Technology Outlook (GTO) Early identification of significant trends: Forward Looking (2 10 years out) Disruptive to existing businesses Potential to create new businesses Exponential changes to a business / Threshold crossings How technology can impact both: Customers Businesses Understand Customer Challenges Diversity of Industries The GTO has a direct influence on IBMs business and technical strategies

    19. 19 Global Innovation Outlook (GIO) Overview In 2004, IBM opened its business and technology forecasting processes for the first time Series of dynamic, free-form brainstorm sessions around key issues and opportunities related to innovation Examines opportunities for business and societal innovation from policy, thought leadership and market development perspectives Brings together broad ecosystem of experts from business, academia, government, citizens groups, partners, etc. Shares insights openly and pursues new opportunities collaboratively GIO 1.0 focus areas: Healthcare, Government, Work/Life Resulting initiatives: integrated healthcare records; IP reform; global skills forecasting; BCS innovation offerings Greatly expanded in 2005-06 Increased participation by 50% to almost 180 external partners Brazil and India added as Deep Dive locations Increased focus on developing new markets and capitalizing on business opportunities GIO 2.0 focus areas: Future of the Enterprise, Environment, Transportation

    20. 20 GIO 3.0 Strategy Build on strong foundation of existing GIO structure Mix of thought leadership and commercial investigation Involvement of entire range of IBM ecosystem Multifaceted global outreach (deep dives, salons, report, etc.) Working initiatives that address surfaced opportunities Increase focus on opportunity identification and development Provide mechanisms for earlier surfacing and aggressive advancement of ideas Couple more closely the surfacing of key insights with direct involvement of outcome owners

    21. 21 GIO Deep Dive Cycle (10-12 weeks each) Preparation prior to each cycle Market research Hypotheses development and refinement Participants identified and secured Weeks 1-6: Local deep dives Six deep dives across all geos Weeks 6-10: Data refinement with IBMers and Key Partners Project charter development begins Week 10: Global wrap-up dive Top participants gather to prioritize, refine input from local deep dives Project charters reviewed and refined Weeks 11-12: Follow-up and next steps

    22. 22 GIO 3.0 Focus Areas Media & Content: Rethinking content creation, distribution and ownership in the digital realm Fighting piracy Alternate distribution strategies Capitalizing on the Experience Economy Africa: Enabling economic growth to accelerate positive change Alternative energy Microcommerce Disease prevention & management Education Security & Society: Minimizing risk in a global economy Personal identity and security National borders Property and goods

    23. 23 India Innovation Ecosystem Problems/Issues More focus needed on innovation rather than maintenance, infrastructure, support kind of work in bulk of Indian IT industry Very poor CS PhD production rate by Indian Universities (2004: 36 in India, 3300 in China!) Most good undergraduates from IITs go abroad for studies or go for domestic jobs/MBAs Not enough Indian researchers or product technologists from US returning to India, unlike in the case of China, Taiwan, Korea, Difficulty of recruiting good faculty with deep research focus Many 2nd tier universities have large # of non-PhDs as faculty Whole innovation ecosystem needs to be upgraded industry should collaborate more with academics IBMers in India being encouraged to go for PhDs/Masters

    24. 24 India Software Lab (ISL) Overview

    25. 25 IBMs Global Solutions Delivery Model

    26. 26 Global Delivery Centers offer capabilities aligned around centers of expertise staffed by practitioners with industry expertise and technology skills

    27. 27 Global Business Solutions Center (GBSC)

    28. 28 GBSC integrates IBMs capabilities and its partnerships to develop higher value solutions

    29. 29 Global Service Delivery Centre (GSDC) A remote delivery center, based on 12 years experience of delivering Outsourced Infrastructure Management Services A world class infrastructure to deliver: Command Center Services Data Center hosting Services Network Operations and Management Services IT Help Desk Services Services Management Providing services across multiple technologies and platforms Supporting more than 200 Customer Accounts worldwide

    30. 30 Ranked Worlds No. 1 (Best Managed) outsourcing vendor Forayed into the Domestic BPO industry, with Bharti Tele-Ventures being the first client win Collaborated with IRL to develop innovative tools to further enhance client experience. Significant growth in client acquisition and presence in 10 Centers across 7 locations Continuous innovation for clients using Six Sigma, Automations and Tools IBM Daksh Business Process Services

    31. 31 My Job as IBM India Chief Scientist (& IBM Fellow) Responsible for the image, leadership and development of IBM's technical community in India. Working with the country general manager (CGM) and the executive leaders of Research, IBM Global Services (IGS), Systems & Technology Group (STG) & Software Group (SWG), build connections between the various development, solution and research labs in India, and connections to the outside academic community. Leveraging these connections, help drive the technical strategy for the country in support of establishing technical ownership of key products, solutions and services. In collaboration with the CGM and the Communications team, become an internal and external spokesperson for the IBM India technical community with the local press, government, academia and business partners. Help utilize IBM India's technical skills in customer engagements and First Of A Kind (FOAK) projects, and help define and create customer partnerships. Represent the technical community on the TLT (Technical Leadership Team) and become a member of the RMC (Research Management Council). Become a technical leader and senior advisor to the director of India Research Lab (IRL), the CGM, and the executive leaders of IGS, STG & SWG, and manage a Fellow project of his own personal choice.

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