Best of Tech 2023

Building Resilient and Sustainable Business in a Disruptive World

Kapil Dev Singh

www.coeusage.com

Building Resilient and Sustainable Business in a Disruptive World

Dr Kapil Dev Singh

Rs 95000/USD 1500

Disclaimer

The report contains information that is an outcome of a rigorous research process. Utmost care has been taken in considering diverse range of data that is subjected to a holistic analysis. The sources of information are also authenticated to the best possible extent. But like any other research, this one too has its limitations. The quality of output depends on the quality of input as contained in annual reports and online sources. The report provides a market assessment by an analyst but it in no way comments upon the market standing of individual players.

Copyright @ Coeus Age, 2022. The report is meant to be used for internal decision making only and none of the part should be used in any communication to the external world.

We are thankful to for their support

Happy new year!

Here’s wishing you best of everything in 2023 and beyond. Eleven years ago, we embarked upon a mission to analyse and decode the then fledgling concept of ‘Digital Enterprise’. It’s been a great journey since then, characterized by innovation, collaboration, and lots of hard work. We have constantly been striving to come up with many industry firsts like ‘Operationalization of the Construct of a Digital Enterprise’, ‘New CIO Leadership Paradigm’, and the ‘First Platform Narrative’. We also accomplished our first global research using an innovative approach – ‘A Board’s Eye View of Digital in Enterprise’.

Our constant endeavour at Coeus Age has been to provide actionable insights to the users and providers of Digital Technologies to thrive in an uncertain world. The latest in the series is Best of Tech, a research program to look into the future of enterprise tech adoption. Over the last two years and two cycles of the research, our analysts have put in more than 50 man-months of efforts collecting data and analysing it to cull out interesting insights. We are tracking 125 Indian enterprises, across 16 industry sectors, on their digital transformation (DX) journeys using a very innovative research methodology. In this year’s report we bring to you the priorities of Indian enterprises for 2023. The report presents the key digital themes and the likely adoption of 18 hot tech areas across 16 industry sectors.

I would also like to thank ETEK, a global Cyber Security services company, for partnering with us in bringing this research report to you. Their participation fits very well into this year’s theme of Building Resilient and Sustainable Business in a Disruptive World.

I am sure you will find the report very insightful.

Dr Kapil Dev Singh

CEO, Coeus Age kds@coeusage.com, 9811771187

Best Regards

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Digitization, remote work, cloud adoption, and ecosystem-led growth have been in trend for almost a decade. However, business and government enterprises ignored Cyber-Security as an essential enabler of these revolutionary trends. Recent attacks on business-critical infrastructure across industry verticals, such as healthcare, pharmaceuticals, utilities, public sector units, and financial services, result from inadequate investments, lack of prioritization, and failure to embed Cyber Security in the business core. 2023 will witness a massive shift making Cyber Security a matter of concern at the board level. It will become fundamental for Sustainability and Business Resilience.

Absolute Cyber Security is a misnomer, and it is impossible to protect everything. So, what do businesses do? They must identify their business context specific risks and align the investments with them. Identifying and quantifying the risks also help the board and the CEOs understand where and why they must invest in Cyber Security. I am extremely delighted to share the launch of Netrum Security Insights and Threat Analytics (SITA), a tech enabled platform to manage Cyber Security

risks. SITA platform empowers CISOs and CIOs to engage their board and present CyberSecurity in the business context, including the controls that they have deployed. It can become the tech leaders’ true Cyber Security Risk Insights partner, delivering real peace of mind.

ETEK is proud to partner with Coeus Age in bringing the ‘Best of Tech 2023’ research report for the business leaders. We are completely aligned with its theme of Building Resilient and Sustainable Businesses in a Disruptive World with cutting edge cyber security products and services. I wish you best of luck for 2023 and beyond.

Best Regards

Praveen Sengar

Group CEO, ETEK International Corporation psengar@etek.com

Executive Summary

With a new year at the horizon, it is the time to take an informed take on the tech themes that are going to emerge in 2023. The Best of Tech 2023 research presents 11 key business and IT themes.

1. The total IT spend in the domestic market shall cross INR 3,00,000 Crore mark in 2023 with a growth of 7.8% over 2022. The domestic IT spend growth hit the nadir in 2020 at -1.8%, but it has bounced back since then. The enterprise segment IT growth shall be a tad higher at 9%.

2. Enterprises across sectors will further build new growth and innovation platforms through 2023 to assure future performance. It is like investing in future growth portfolio, where some may succeed, and some may not.

3. Businesses have realised that resilience and sustainability cannot be built in isolation, an ecosystem level play is the need of the hour. So, while sectors like BFSI and Auto are building a cohesive ecosystem strategy, others like hospitals, pharma, media, and logistics and supply chain are building critical linkages with external parties, which may evolve further.

4. CRM is becoming the centre of a holistic Customer Experience (CX) drive in sectors such as BFSI, Auto, CPG, and Retail. CX is an evolving continuum with convenience at the lower end of the spectrum, while addressing deep psychological needs in

a hyper personalized mode at the higher end. Along with other tech areas like Customer 360, AI/ ML, end to end omni channel service platforms, continuous feedback and sentiments analysis etc., CRM is evolving into a bigger and relevant CX drive. What was ERP in the past, the centre of organizational business system, CRM is fast moving into the center of business agility and innovation.

5. Like CRM, enterprise HR management system (HRMS) has the potential to transform into a holistic change capacity initiative. A sea change has happened in the ways in which HR is management and employees are engaged, learning content is curated, and employees consume them in a self paced, anytime, and anywhere mode. Attracting new age skills and also building them among the existing employees is becoming critical for the DX success. The enterprises have started on it and will be busy putting essential elements in place through 2023 before a holistic change capacity gets built.

6. Refineries, Utilities, Mines, and Factories of the Future will evolve albeit in an organic manner through 2023. These will be built upon the principles of operational

optimization, data driven processes, energy efficiency, water conservation, connected equipments, predictive maintenance, SHE, unified dashboards, and intrinsically linked to integrated production planning in line with market conditions.

7. Omni Channel will further strengthen in 2023 in sectors like BFSI, Auto, CPG and Retail. As enterprises move from single to few to multiple channels, they finally evolve into Omni Channel sales, delivery and services. Omni Channel is characterized by the unification of the channel specific applications for a consistent and seamless continuity across channels. This needs to be complemented with automated demand management, demand sensing, auto inventory replenishment, and hyper local capabilities.

8. Supply chain resilience and sustainability will transform rapidly in 2023. As enterprises move beyond EDI and invest in areas like procure to pay, vendor discovery and development, price discovery, extensive use of IOT and sensors, automated warehouses, visibility of inventory across the value chain, logistics integration, third party services or data integration in the cloud, sustainability guidelines and compliance, and control towers or central command centres for visibility, their supply chains will further evolve

into being resilient and sustainable.

9. Data capability defined as the ability to capture, clean, collate, store, and supply data for meaningful analytics, AI, ML use cases will gain ground across many sector in 2023. Leading ones are BFSI, Auto, CPG, Retail, Pharma, and Logistics and Supply Chain. 3600 data from operational, customer, financial, social, and third-party systems will be ingested for a holistic data analytics and data driven autonomy.

10. Cyber Security 3.0 shall gain strong ground in 2023, in sectors that deal with critical information infrastructure or customer data, like oil and gas, BFSI, retail, pharma, and hospitals. Cyber Security 3.0 paradigm is built upon a 3600 integrated security layer with analytics/ AI/ ML capabilities, next gen SOCs and NOCs to detect and respond to threats in almost real time, a single glass pane for complete visibility, and a risk assessment and quantification framework for aligning investments with risks.

11. Cloud is gaining traction, though at different pace in different sectors. While BFSI is leading the pack with building cloud native architecture that helps them drive ecosystem level competitive capabilities and support new growth platforms, other sectors like manufacturing, metals and mining, infrastructure and construction are still adopting cloud on a piecemeal basis. Cloud adoption is ramping up across all three areas i.e., infrastructure, applications and data, and development.

Best of Tech

Best of Tech is an innovative market intelligence initiative undertaken by Coeus Age. The key objective of the initiative is to help technology decision makers in IT provider and user companies to get grounded insights on enterprises’ plans for IT and Digital.

Best of Tech initiative deploys a unique methodology of collecting information on a 360 degree basis on IT and Digital initiatives by individual enterprises. In 2021, six years’ narrative was collected as baseline information annual reports and other online sources. We added the 2022 narrative this year in continuation. The data is collated using a structured approach and analysed by using a Model of Information Synthesis developed by our analysts.

Individual enterprise profiles were created on the companies covered, but in this report only a combined analysis has also been presented, at the industry level.

Capturing the Digital Transformation Journey of 125 Enterprises across 16 Industry Verticals

Data Collation in a Structured Excel Template

Both Qualitative and Quantitative Data Points

Putting Individual Enterprise Stories Together at the Industry Level Predict the Priorities Across 16 Industries for 2023

Scanning 7 years of annual reports (2016 to 2022) + Online narrative

An Enterprise Level Analysis to Capture the Essence of the DX Journey Predict the Enterprise Priorities for 2023

Putting Individual Industries Together to Discover Hot Tech Trends

18 Broad IT Industry Trends for 2023

DX Dimension 1 - Tech Evolution

We identified five stages through which enterprises evolve on their tech adoption. Each stage is a pre-requisite for the next stage to evolve. They move through baseline IT to adopting digital on a piecemeal basis to converging them at the enterprise and the ecosystem level.

LEVEL 5 – DIGITAL ECOSYSTEM

Extending the power of digital to integrate the entire ecosystem that thrives on multiple stakeholders being brought together for exchange of value and products and services.

LEVEL 4 – DIGITAL CONVERGENCE

A strong data centric platform that is end to end digitalized giving the enterprise agility, resilience, and efficiency. The enterprise reaps the benefits of the baseline+ (for IT Infra and Applications) and Digital Build-up investments to innovate, create small windows of competitive advantage and exploit them towards better performance.

LEVEL 3 – DIGITAL BUILD-UP

Integration between the baseline applications, micro processes automation using RPA, data standardization and unification, new data architecture, extensive use of Analytics/ AI/ ML/ IoT, Data Center Modernization, IT Operations and Management Automation, Deeper Cloud Play, Multi Channel Integration.

LEVEL 2 – BASE LINE PLUS

Base level applications grow in their scope and functionalities. Mobile apps become better with enhanced functionalities, simple yet business specific analytics tool with basic AI capabilities emerge, integration with mobile apps may happen, further build up of SMAC, and attention to AI/ ML/ IoT/ RPA may take place

LEVEL 1 – BASE LINE

Base level applications, though in standalone mode, across several business functions. The infrastructure may be organically enhanced or the legacy systems being leveraged till end of life. Very simple mobile apps, standalone use cases for analytics, social media presence, or use of cloud services for specific fringe services.

An open industry platform connecting multiple players together. Extensive use of APIs and open architectures to develop a layer of business process across enterprises and ecosystem partners.

Broad-basing of the digital to more business domains through automation, data analytics and process autonomy leveraging data. Enable continuous industry first products and services, winning business models, and a data centric enterprise.

Analytics, AI/ ML/ RPA/ IoT engine at the core for extensive usage across business functions, Data Lake, Data Mart, ITOM Software, Omni Channel Integration, Cloud, Voice Technologies and integration with customer and employee facing apps, BPM, Data Integration between digital pillars viz mobility, cloud, analytics, AI/ ML, DevOps, Containerization, FinTechs.

CRM, ERP, DMS, DR, HRMS, SCM, Core Business Applications, Mobile App, Social Media Handles, Point Cloud Services, Analytics/ AI/ ML tools, integration of these tools with mobile apps, multiple digital channels for customer outreach, FinTechs.

CRM, ERP, DMS, DR, Core Business Applications, Mobile App, Social Media Handles, Point Cloud Services

DX Dimension 2 - Coverage

The coverage dimension denotes the breadth of the IT and digital transformation. It ranges from being individual centric tech initiatives or team centric or specific function specific or pan enterprise or creating an open market platform. Examples of open market platform include the stock exchanges or an open banking system or an eCommerce platform.

LEVEL 5 – OPEN MARKET

Open market is a concept where the scope of digital transformation goes beyond an enterprise or its close supply chain partners, involving a broader set of stakeholders like the long tail of buyers or sellers, developers, social community, regulators etc.

LEVEL 4 – ENTERPRISE

Softwares and tools that are pan enterprise or customers or close supply chain partners or that integrate functional applications into a cohesive whole

LEVEL 3 – FUNCTION

Digital applications, apps and softwares aimed at helping a function become automated. Function level data can be exploited for getting a better view on the performance and enabling decision making.

LEVEL 2 – TEAM

Applications that help a small team, in single or multiple premises, to interact, collaborate, and co-ordinate

LEVEL 1 – INDIVIDUAL

Devices and tools that empower individual worker, with automation or information.

An assortment of multiple technologies and stacks that when put together creates a platform that automates the policies and the functioning in an automated manner. Examples include a stock exchange or a banking ecosystem or an eCommerce platform. Though the core may be controlled, the fringes are mostly democratized.

ERP, SCM, CRM that has broader scope across functions, management dashboards, enterprise data lake. When put together they may also create an enterprise specific platform.

The specific modules of enterprise applications like the Financial ERP or HR application. E.g. Functional applications, datamarts, dashboards. When put together they may also create a function specific platform.

Video and audio conferencing solutions, email software, local area applications, and basic software tools like project management

Personal computing devices, standalone tools

DX Matrix

The two dimensions of Tech Evolution and Coverage can be used to map an enterprise or an industry on the DX Matrix. It defines four pure play quadrants of digital reality –physical, collective, digital, and individual.

DX Matrix is a very potent tool to map the digital journey of an enterprise and compare with industry peers or map the collective DX maturity of an industry.

The DX Matrix also helps identify the DXL Enterprise across industries. DXL Enterprise is yet another industry-first benchmark from Coeus Age. DXL Enterprises are intra - sectoral frontrunners in their digital transformation journeys.

In 2022, 24 DXLs have been discovered by our analysts across 16 industry sectors. They are like the beacons of light for many others travelling on the DX path.

Macro Outlook

Economy > Business > Technology Spend

India Corporate Performance

2017 – 2022

Profitability has bounced back in 2021 and 2022, Enterprises are learning to cope with revenue and cost pressures but the environment is expected to stay challenging.

The worst on account of pandemic seems to be behind us, but the challenge is still lingering on. With a war that is going on and leading to supply chain disruptions coupled with inflationary pressures, the economic growth is still not reaching its full potential.

The revenue and profit before tax growth of the 125 enterprises from 16 sectors have grown at 23% and 37% respectively in FY2022, but on a base of negative growth over two consecutive years. The business performance through 2023 is going to stay positive yet challenging.

2017 2018 2019 2020 2021 2022

GDP Growth (CY) 6.8% 6.5% 3.8% -6.6% 8.7% 6.8%

Revenue Growth (FY) 8.4% 14.6% 15.5% -4.4% -4.0% 23.0%

PBT Growth (FY) 21.8% 23.0% -10.1% -25.6% 68.1% 37.2%

Source – Statista, Annual Reports of 125 Companies for the Respective Year

India Domestic IT Spend (Enterprise) Growth

IT spend across sectors is expected to remain healthy in 2023. The high spend sectors include manufacturing, metals and mining, CPG, pharma, healthcare, and logistics and supply chain.

Overall Banking Insurance NBFC Auto ManufacturingDiscrete

ManufacturingProcess

Metals and Mining Oil and Gas

2017 9% 9% 4% 32% -1% 8% 11% 9% 8%

2018 9% 11% 18% 28% 1% 11% 6% 12% 15%

2019 12% 11% 17% 14% 13% 12% 11% 11% 16%

2020 0% 8% 10% 13% 0% -6% -5% -5% 2%

2021 5% 5% 5% 6% 3% 3% 7% 5% -6% 2022 7% 6% 7% 6% 6% 5% 8% 8% 2%

2023 9% 5% 7% 7% 7% 9% 12% 11% 6%

Overall Power and Utility Retail CPG Pharma Healthcare

Transport, Logistics and Supply Chain

Media and Entertainment

Infrastructure and Construction

2017 9% 8% 19% 4% 7% 15% 10% 10% 9%

2018 9% 9% 12% 5% 5% 12% 12% 8% 9%

2019 12% 9% 15% 10% 9% 14% 12% 12% 15%

2020 0% 7% 5% 3% 5% 12% 6% 5% 5%

2021 5% 6% 0% 7% 9% 3% 3% -4% -3%

2022 7% 5% 2% 9% 11% 7% 6% 4% 4%

2023 9% 7% 7% 10% 12% 11% 11% 6% 7%

Three Big Waves are Converging

A strong convergence of three waves of Digital, Disruption, and Environment is happening. This is demanding businesses to become resilient and sustainable.

The VUCA factor had been building on for a decade now but the recent events of pandemic and war have certainly exaggerated the phenomenon. Digital Transformation, triggered by distinct waves of SMAC and AI/ ML/ Big Data / IoT/ RPA/ Blockchain, got a boost during the recent disruptive events. The world is also witnessing the social and environmental imbalance created by the rapid yet lopsided development. That’s evident in conflicts across the world and the climatic upheavals.

The three waves are converging, that of Digital, Disruption, and Environment. Never in the history of business have the businesses faced such extreme demands on their strategic abilities and operational strength to sustain and thrive amid uncertainty.

The coming together of these three waves are challenging the businesses in multiple ways like disrupting the supply chains, affecting resources quantity and quality, defining new competitive levers and making the existing ones redundant, and giving power to the marginal voices in societies and organizations.

DIGITAL

Digital technologies are redefining the way people live, socialize and work. Businesses are redefining their models to create new competitive barriers.

ENVIRONMENT

Climate change, pollution, social inequality, and non inclusion are environmental factors whose negative impact is clearly visible.

DISRUPTION

Wild card events like the pandemic, war and other geo-political situations are emerging that have deep impact on human lives and business functioning.

Three Key Business Imperatives

Agility and Innovation, Operational Efficiency, and Risk Management need to be managed together with automation, analytics, and autonomous systems.

The coming together of the waves of Digital, Disruption, and Environment is demanding high level of resilience and sustainability on part of the businesses. They are required to be agile and innovative, efficient, and able to manage a broad spectrum of risk. The problem is in addressing all the other together. That’s the real challenge, the three imperatives being inherently incompatible.

So, while trying to be innovative, new risks may emerge and while trying to put more controls, agility may suffer. Similarly, efficiency requires a well defined way of working, innovation on the other hand may demand treading a path never travelled before. And between efficiency and risk management, the former may work on the known and done, while the later may require a proactive approach to identify new threats.

The handling together of the three incompatible business imperatives, in response to the dynamic VUCA environment could not have been possible without the three As made possible by the emergence of digital technologies – Automation, Analytics, and Autonomy underlined by data. The three As don’t only support the three imperatives in isolation, but infact can make them highly compatible and supportive of each other.

The figure highlights the way in which exploitation of enterprise and environment data can help manage the cusps of the three imperatives.

AgilityandInnovation

Autonomous systems help in detecting new threats and respond with capabilities such as learning or self healing systems

Automation helps efficiency, analytics helps speed of decision making but it is autonomous systems that provide both agility and efficiency. Agile development methods balances innovation and operations.

Resilience & Sustainability

Risk Management

OperationalEfficiency

Visibility into physical and digital assets, real time performance projections, and automated detection and response to emerging threats balance efficiency and risk management.

Our baseline analysis in 2021 revealed that enterprises are focussing on 18 hot areas as part of their digital transformation journey. The focus albeit is different for different companies and by different industries. The 18 hot areas span across six layers –tech, data, process, supply chain, business and innovation. There is an intrinsic relation between the six layers e.g. focus on tech level will have impact on the process and in turn on the supply chain.

color coding that has been used through the report to denote the industry focus for each hot area. Green indicates a trend that has High probability of happening, orange indicates Moderate probability and grey indicates Low probability.

New Tech Initiatives

Spanning across two or more hot tech areas, enterprises are building specific tech led initiatives. These new initiatives shall define the competitive edge of the enterprises in 2023 and beyond.

CRM as a foundation for Customer Experience

CRM is gradually evolving into a foundation, along with other technologies, for a holistic customer experience initiative to become operational. In a hyper competitive market where, competitive advantages are short lived, CRM is all set to become the center of growth and innovation. CRM will replace ERP as the core platform.

‘Digital Brands’ are emerging

Consumer centric businesses are launching brands meant only for the digital savvy customers, to be marketed and sold only on digital platforms. The whole cycle of demand generation, demand capture, and demand fulfillment needs to be done using digital and on digital platforms.

Direct to Customer – the new channel is gaining ground

With D2C being the primary mode for new age challenger brands, traditional businesses are also investing in creating their own D2C capabilities.

Supply Chain – the dots are getting connected

Supply chains have been largely broken but individual dots are now getting connected and an end-to-end synch-up between demand with supply is fast falling in place.

Digital Factory – despite legacy, industrial sector is changing

Digital factories require a complete overhaul of the machines, equipments, methods, and workers’ skills. But that’s easier said than done. Now technology patches to embrace legacy production system into the digital fold are helping factories become modern.

Innovative banking models like payments and small finance banks have changed the Indian banking sector. Demonetization and the pandemic have given a strong impetus to the adoption of digital banking and payments.

ONBOARDING AND SERVICE PLATFORMS

Banks are investing in highly automated, analytics and AI/ ML driven platforms that digitalizes the complete marketing, customer acquisition, and servicing journeys. The platforms serve multiple stakeholders – customers, market intermediaries, and sales teams for cross sell and upsell opportunities. Such platforms for different customers segments or by lines of business have the potential to evolve into a larger platform of platforms.

OMNI CHANNEL FOR PHYGITAL

Banks are broadening their channels from physical to multiple digital options. The multi channel approach is emerging into an Omni Channel strategy for consistent and continuous customer experience.

ECOSYSTEM BANKING

Open bank and ecosystem bank is a growing phenomenon, where there is seamless inclusion of eternal entities like customers, supply chain and third-party platforms for delivery of innovative services.

Hot Areas Overall New Digital Business/ Revenue Models H

Customer Life Cycle Management H

Employee Life Cycle/ Learning Ecosystem H Sustainability and Risk Management H

Omni Channel H Digitalized Supply Chain M Hyper Local L Business Process Automation H Digital Operations/ Industry 4.0 L

INDUSTRY FIRST PRODUCTS/ SERVICES

CRM CENTRIC CAPABILITY

CRM in banks is evolving into a broader capability on customer life cycle management and customer experience. It allows for hyper personalization, next best offer, and next best action.

Window for any competitive advantage is short lived in the current times. Exploring innovative and industry first product/ service is a continuous endeavor. Banks are building teams that act like start ups to constantly build innovation.

CLOUD NATIVE ARCHITECTURE

Banks are investing in cloud native architectures that are open, hollow at the core, agile at the edges with DevOps and DevSecOps, embedded with AI/ ML/ Cognitive elements, and secured at network, application, and data layers.

End to End Service Delivery Capability H Customer 360 H Enterprise Data Management H Enterprise Analytics, AI, ML, IoT, and RPA Platform H

Business Continuity H IT Operations, Management, and Cyber Security H

Modern and Cloud Native Infrastructure H

Open Market Applications Architecture H Agile Development and Automated Testing and QA H

Insurance

The insurance sector has

END TO END SERVICES PLATFORMS

End to End service platforms, automating the work flows seamlessly, driven by data and analytics, and being made autonomous by AI and ML are emerging as the interface for the customers, employees, partners, agents, and management. Such platforms require a tight integration between all the services involved for convenience, speed, and intelligence.

CLOUD NATIVE ARCHITECTURE

IInsurance companies are not just moving to cloud but building cloud native architecture with micro services across a hybrid cloud infrastructure. This helps them gain agility, and elasticity.

ECOSYSTEM PLATFORM

A new insurance ecosystem, supported by digital technologies is falling in place. Thriving on linkages between the insurer and the agents, channel partners, industry data platforms etc. ecosystem capabilities have emerged as a new competitive lever.

Hot Areas Insurance

New Digital Business/ Revenue Models H

Customer Life Cycle Management H

Employee Life Cycle/ Learning Ecosystem H Sustainability and Risk Management H

Omni Channel H Digitalized Supply Chain M Hyper Local L Business Process Automation H Digital Operations/ Industry 4.0 M

OMNI CHANNEL

BUSINESS PLATFORM

Insurance companies are investing in data driven, AI and ML enabled business processes for validating customers, underwriting policies, predicting delinquency, detecting fraud, managing compliance, managing demand, handling partners etc.

Insurance companies are providing a large chunk of services through multiple digital channels. So much so that branch visits have reduced drastically. The multiple channels synch together with a common services engine for an Omni Channel capability. It provides consistent and continuity in services across channels.

DATA FOUNDATION

Handling large amount of data, from within and outside the enterprise system, demands specific capabilities. Insurance companies are building the data foundation by investing in enterprise repositories like data lake, warehouse and marts, and data engineering automation.

End to End Service Delivery Capability H Customer 360 H Enterprise Data Management H Enterprise Analytics, AI, ML, IoT, and RPA Platform H

Business Continuity H IT Operations, Management, and Cyber Security H

Modern and Cloud Native Infrastructure H

Open Market Applications Architecture H Agile Development and Automated Testing and QA H

been given boost with a supportive policy environment and government programs such as Pradhan Mantri Fasal Bima Yojana (PMFBY) providing crop insurance and Pradhan Mantri Jeevan Jyoti Bima Yojana (PMJJBY) providing life insurance coverage to the youth at an affordable price.

Non-Banking Financial Services

The NBFC sector in India is a growing and highly competitive sector that is supported by the government with the right policies for liberalising, regulating, and enhancing the industry.

END TO END SERVICES PLATFORMS

End to end platforms for the loan processing and servicing, sales force enablement for better performance and collections, HR support and learning etc. are gaining traction in NBFCs. These are embedded with analytics and dashboards, bot support, AI and ML capabilities for effective decision making and better servicing.

OMNI CHANNEL

Having multiple digital channels of sales and servicing, across the customer journey is transforming into an omni channel play –consistent experience and continuity in interaction. The NBFCs will continue investing in omni channel capabilities, across products and customer segments.

CLOUD NATIVE PLATFORM

NBFC companies are taking the cloud first approach for applications and data with micro services-based infrastructure at the foundation and agile methods for development and security.

ECOSYSTEM PLATFORM

Seamless process integration across the value chain involving channel partners, fintech players, hospitals, property developers, and third-party services is enabling NBFCs to grow at scale and provide a better experience to the customers irrespective of where they are onboarding from.

Hot Areas NBFC New Digital Business/ Revenue Models M

Customer Life Cycle Management H

Employee Life Cycle/ Learning Ecosystem H Sustainability and Risk Management H

Omni Channel H Digitalized Supply Chain M Hyper Local L Business Process Automation H

Digital Operations/ Industry 4.0 L

DATA PLATFORM

Data platform is a critical investment that NBFCs are making in order to create a repository of operational, financial, and customer data. They are also investing in automation of data engineering processes for cleaning and rendering it for use in analytics, AL, ML applications.

End to End Service Delivery Capability H Customer 360 H

Enterprise Data Management H Enterprise Analytics, AI, ML, IoT, and RPA Platform H

Business Continuity H IT Operations, Management, and Cyber Security H

BUSINESS PLATFORM

NBFCs are investing in data driven, AI and ML enabled business processes for validating customers, underwriting loans, predicting delinquency, detecting fraud, managing compliance, managing demand, handling partners etc.

Modern and Cloud Native Infrastructure H

Open Market Applications Architecture H Agile Development and Automated Testing and QA H

The auto and auto components sector has been facing multi layered transformation like new auto technologies (hydrogen, EV), connected cars with high usage of software, and a new supply chain emerging.

DIGITAL CUSTOMER CONNECT

Digitalizing all the customer contacts, except the test drive and vehicle delivery, building ecosystem platforms like financing and content platforms, hyper local marketing etc are being pursued towards redefining customer connect.

GROWTH BY INNOVATION

In a highly competitive and ‘in a flux’ sector, auto companies are leaving no opportunity for growth, small or big, pass by them. Service models (like subscription), eCommerce (like rider apparels), new products (like EV) and after market are some growth areas that are explored.

Hot Areas Auto New Digital Business/ Revenue Models H

Customer Life Cycle Management H

Employee Life Cycle/ Learning Ecosystem H Sustainability and Risk Management H

SUSTAINABILITY ACROSS SUPPLY CHAIN

Like quality managed across the supply chain by driving suppliers towards adopting common industry practices, the OEMs and their tier 1 partners are driving common and industry accepted practices for sustainability too.

SUPPLY CHAIN INTEGRATION

An end-to-end integration through automation across the supply chain. Demand management, procurement, production planning automation and integration, and logistics are the focus areas for the auto companies. Many may invest in Control Towers to have a unified view of the supply chain.

Omni Channel M Digitalized Supply Chain H Hyper Local M Business Process Automation H Digital Operations/ Industry 4.0 H

End to End Service Delivery Capability M Customer 360 H Enterprise Data Management M Enterprise Analytics, AI, ML, IoT, and RPA Platform H

CHANGE CAPACITY

Pervasive skilling and training programs, collaborative platforms, and tech driven knowledge support are being pursued to build capacity for change.

Business Continuity H IT Operations, Management, and Cyber Security H

Modern and Cloud Native Infrastructure M

Open Market Applications Architecture M

Agile Development and Automated Testing and QA M

Manufacturing - Discrete

The discrete manufacturing sector includes light and heavy engineering, components (except auto), electrical machineries and electronic components etc. Prime Minister of India launched the ‘Make in India’ program to boost the manufacturing sector and place India on the world map as a manufacturing hub.

DIGITAL OPERATIONS

Digital for operational efficiency, production planning, process control, quality, predictive maintenance, energy management, etc. is evolving gradually in the discrete manufacturing sector. There are few who have progressed well, but large number of companies are evolving organically. Point applications of AI/ ML, IIOT, Connected Machines, Data Analytics shall rule in 2023.

360 DEGREES BUSINESS PROCESS AUTOMATION

A broad-based focus on automating business processes shall remain through 2023. BPM, RPA, applications integration, data analytics and dashboards shall go broader. IT and OT integration will get initiated, though large scale implementation shall be few.

1 2 3

NEW BUSINESS MODELS

Though few and far between, process manufacturing companies are looking at building new models like B2B eCommerce, service centric revenue streams etc.

Hot Areas M-D

New Digital Business/ Revenue Models M

Customer Life Cycle Management M

Employee Life Cycle/ Learning Ecosystem M

Sustainability and Risk Management M

Omni Channel L Digitalized Supply Chain M

SUPPLY CHAIN AUTOMATION Transport management, suppliers’ portal, procurement automation, price discovery etc. shall evolve across the sub sectors.

Hyper Local L Business Process Automation H

Digital Operations/ Industry 4.0 H

End to End Service Delivery Capability M

CHANGE CAPACITY

Workers and staff skilling though online learning for building capacity to change with digital will evolve organically.

CRM AND CUSTOMER CONNECT CRM and customer portals for convenience, transparency, and better experience shall gain ground. The other side of it is for the sales teams to manage their markets well.

Customer 360 M Enterprise Data Management M Enterprise Analytics, AI, ML, IoT, and RPA Platform M

Business Continuity H IT Operations, Management, and Cyber Security M

IT INFRA AND CYBER SECURITY OVERHAUL Cloudification will emerge as an organic drive for IT infrastructure and applications. Cyber Security will continue to be an investment focus through 2023, though on point products and services.

Modern and Cloud Native Infrastructure L

Open Market Applications Architecture L Agile Development and Automated Testing and QA L

Manufacturing - Process

The process manufacturing sector includes tyres, textiles, chemicals, sugar, cement etc. Manufacturing in general has emerged as one of the priority growth sectors in India. Prime Minister of India launched the ‘Make in India’ program to boost the sector and place India on the world map as a manufacturing hub.

DIGITAL OPERATIONS

Digital for operational efficiency, production planning, process control, quality, predictive maintenance, energy management, etc. is evolving gradually in the process manufacturing sector. There are few who have progressed well, but large number of companies are evolving organically. Point applications of AI/ ML, IIOT, Connected Machines, Data Analytics shall rule in 2023.

360 DEGREES BUSINESS PROCESS AUTOMATION

A broad-based focus on automating business processes shall remain through 2023.

1 2 3

BPM, RPA, applications integration, data analytics and dashboards shall go broader. IT and OT integration will get initiated, though large scale implementation shall be few.

NEW BUSINESS MODELS

Though few and far between, process manufacturing companies are looking at building new models like B2B eCommerce

Hot Areas M-P

New Digital Business/ Revenue Models M

Customer Life Cycle Management M

Employee Life Cycle/ Learning Ecosystem M

Sustainability and Risk Management H

Omni Channel M Digitalized Supply Chain H

SUPPLY CHAIN AUTOMATION

Transport management, suppliers’ portal, procurement automation, price discovery etc. shall evolve across the sub sectors.

CRM AND CUSTOMER CONNECT

Hyper Local L Business Process Automation H

Digital Operations/ Industry 4.0 H

End to End Service Delivery Capability M

CHANGE CAPACITY

Workers and staff skilling though online learning for building capacity to change with digital will evolve organically.

CRM and Customer portals for convenience, transparency, and better experience shall gain ground. The other side of it is for the sales teams to manage.

Customer 360 M Enterprise Data Management M

Enterprise Analytics, AI, ML, IoT, and RPA Platform M

Business Continuity H IT Operations, Management, and Cyber Security H

IT INFRA AND CYBER

SECURITY OVERHAUL Cloudification will emerge as an organic drive for IT infrastructure and applications. Cyber Security will continue to be an investment focus through 2023.

Modern and Cloud Native Infrastructure M

Open Market Applications Architecture L Agile Development and Automated Testing and QA L

Metals and Mining

There is ample scope in the metals and mining sector to embrace technology for higher productivity of people and machineries, better and safer working conditions, environmental sustainability, and increased potential for resource explorations.

INDUSTRY 4.0 PLATFORM

Digital for operational efficiency, production planning, process control, quality, predictive maintenance, energy management, etc. is evolving gradually in the metals and mining sector. Most of the companies plan to ramp up digital led operations with connected machines, automated process controls, IoT driven data collection, use of analytics AI/ ML, holistic dashboarding, and Digital Twins –in short gradually embracing Industry 4.0.

1 2

GROWTH MODELS

New growth models like industry B2B marketplace, linkages with metal exchanges for better price discovery etc.

3CONNECTED SUPPLY CHAIN AND LOGISTICS

Hot Areas M&M

New Digital Business/ Revenue Models M

Customer Life Cycle Management M

Employee Life Cycle/ Learning Ecosystem M

Sustainability and Risk Management H

Omni Channel M

BETTER EXPLORATION

Metals and Mining companies plan to use more of digital to enhance the prospects of finding more resources with minimum efforts.

CHANGE CAPACITY

Workers and staff skilling though online learning for building capacity to change with digital will evolve organically. Participation in reporting safety, health and other occupational hazards for ensuring timely action will be digitally driven.

Metals and Mining companies are investing in logistics management with GPS and IoT enabled systems to track vehicular movement, predictive maintenance, fuel efficiency, and provide both management and the customers a view on the operations. Suppliers’ portal, inventory optimization, procurement automation and price discovery etc. are being developed for transparency. Similarly, channel and customer portals, demand projections and demand management, sales enablement etc are being developed for revenue assurance.

CONNECTED MACHINES/ EQUIPMENTS

Metals and mining companies are investing in connected equipments with sensors providing continuous stream of data. With the use of analytics, AI, ML their health is monitored, and predictive maintenance done, their movement optimized to avoid jam or even accidents.

Digitalized Supply Chain H

Hyper Local L Business Process Automation H

Digital Operations/ Industry 4.0 H

End to End Service Delivery Capability H

Customer 360 M

Enterprise Data Management M

Enterprise Analytics, AI, ML, IoT, and RPA Platform M

Business Continuity H IT Operations, Management, and Cyber Security M

Modern and Cloud Native Infrastructure M

Open Market Applications Architecture L

Agile Development and Automated Testing and QA L

Oil and Gas

The oil and gas sector is directly dependent on the availability of the natural resources and its efficacy in exploration and production. The sector is gearing up to become resilient, customer focused, and efficient.

Hot Areas O&G

DIGITAL REFINERY OF FUTURE

Oil and Gas companies plan to use digital technologies in developing refineries of the future that are built upon the principles of optimization, data driven processes, energy efficiency, water conservation, connected equipments, predictive maintenance, SHE, and linked to integrated production planning in line with market conditions.

1 2

GROWTH MODELS

New growth avenues like renewal energy, nonfuel retaling, eCommerce, and omni channel capabilities are being digitally enabled.

CUSTOMER EXPERIENCE

New Digital Business/ Revenue Models M

Customer Life Cycle Management M

Employee Life Cycle/ Learning Ecosystem M

Sustainability and Risk Management H

Omni Channel M

BETTER EXPLORATION AND PRODUCTION

Oil and gas companies plan to use more of digital to enhance the prospects of finding more resources with minimum efforts. AI/ ML based systems can be leveraged for enhancing the quality of production.

Oil and Gas companies are creating superior experience across customer segments through investing in and integrating across CRM, customer 360, end to end service platforms, loyalty programs, and ease of payments. The digital technologies that will be leveraged include cloud, mobile, payment platforms, Big Data analytics, AI/ ML, and blockchain.

Digitalized Supply Chain H Hyper Local M Business Process Automation H

Digital Operations/ Industry 4.0 H

End to End Service Delivery Capability H

CHANGE CAPACITY

Workers and staff skilling though online learning for building capacity to change with digital will evolve organically. Participation in reporting safety, health and other occupational hazards for ensuring timely action.

5 6 7

BUSINESS PROCESS AUTOMATION

Automation of business processes for margin assurance, project management, contracts management, ERP and external system ecosystem linkages, smart labs, ERM etc.

SUPPLY CHAIN AND LOGISTICS

Automation of supplier management, dealer management, logistics, retail outlets, command and control center, procurement, price discovery, energy trading, demand forecasting etc.

Customer 360 H Enterprise Data Management H Enterprise Analytics, AI, ML, IoT, and RPA Platform H

Business Continuity H IT Operations, Management, and Cyber Security M

Modern and Cloud Native Infrastructure M Open Market Applications Architecture M Agile Development and Automated Testing and QA M

Power and Utility

There is a conscious movement in the power sector towards non fossil fuels like hydro, nuclear, hydrogen, natural gas, and renewal sources such as solar and wind. The industry is transforming for decarbonization, decentralization, and digitalization and the contours of a Future Power Utility is taking shape.

Hot Areas P&U

CUSTOMER PLATFORMS

Power and utilities are building customer centricity with CRM, business applications, automation, embedded analytics/ AI/ ML and extending them for building platform capabilities like self service, multi channel customer touch points, new services like energy consumption analysis, sentiment analysis and acting on the same.

GROWTH PLATFORMS

Power and utility companies are investing in building new age platforms like that for EV charging, Solar VAS, home automation, energy as a service for commercial customers etc. The core aim is to build new service revenues and propagate efficient usage. The essential component of these platforms is digital.

New Digital Business/ Revenue Models M

Customer Life Cycle Management M

Employee Life Cycle/ Learning Ecosystem M

Sustainability and Risk Management H

DATA PLATFORM

Standalone data analytics/ AI/ ML for customer consumption analysis, load forecasting, R&D, transmission line, solar energy central control room, home automation, energy infrastructure, dashboards, BI, digital route survey for TBCB projects, historian and data lake for advanced analytics in cloud.

CLOUD PLATFORM

Power and utilities are planning cloud enabled/ native infrastructure, segregation of IT and OT for security, cyber security solutions like DLP and DRM for protection, green data centers etc.

Omni Channel M Digitalized Supply Chain M Hyper Local L Business Process Automation H Digital Operations/ Industry 4.0 H

End to End Service Delivery Capability M

Customer 360 M

OPERATIONS PLATFORM

CHANGE CAPACITY

Power and utilities are building change capacity through digital enabled learning interventions like setting up a digital academy that includes skilling on digital. Core HR is gearing up for employee engagement, auto work allocation and other productivity enhancement activities.

Power and utilities are using digital in operations to address critical issues like plant outages, asset performance, grid functioning and growth of IoT, drone patrolling, complaint management system and resolution, thermos vision cameras, O&M applications etc. They are building capabilities such as self healing networks, digital twin of line, vendor management, energy NOC, digitalized supply chain etc.

Enterprise Data Management H Enterprise Analytics, AI, ML, IoT, and RPA Platform M

Business Continuity H IT Operations, Management, and Cyber Security H

Modern and Cloud Native Infrastructure M

Open Market Applications Architecture L Agile Development and Automated Testing and QA L

Retail

The online retail sales is growing at a faster pace and is expected to contribute around 10% of total sales by 2026. India has the third-highest number of e-retail shoppers (China, and the US being the first two).

Hot Areas Retail

CUSTOMER PLATFORMS

Retail companies are investing in customer platforms for marketing, sales, and service for enhancing customer experience. It includes marketing automation, customer 360, hyper personalization.

Advanced CRM with multi channel feedback, customer shopping behavior, sentiment analysis capabilities underline such platforms.

GROWTH PLATFORMS

Retail companies are building innovative platforms for growth. E.g., Digital Pure Plays, Digital Brands, Direct To Customer channels across categories in fashion, beauty, and other allied lifestyle segments.

New Digital Business/ Revenue Models M

Customer Life Cycle Management H

Employee Life Cycle/ Learning Ecosystem M

Sustainability and Risk Management M

Omni Channel H Digitalized Supply Chain H

SMART SUPPLY CHAIN AND OPERATIONS

Retail companies are investing in building value chain capabilities such as transparency & traceability; pre-production tools like digital 3D modeling and automated digital design collaboration; AI/ ML for optimal pricing, demand forecasting and management; warehouse management system, automated distribution centers with central control centers; product management, automatic inventory replenishment system, vendor management; connected stores and in store digitalization.

OMNI CHANNEL AND HYPER LOCAL

Retail companies are investing in integrating their physical stores with digital channels to give a multi channel or even omni channel experience to the customers. Options such as ‘Buy online ship from store’ (BOSS), ‘Buy online pick up in store’ (BOPIS), ‘Buy online return in store’ (BORIS), hyper local, common order management and supply chain systems for different channels of different brands, single inventory view, endless aisles, promotion engine etc are the capabilities they are investing in.

Hyper Local M Business Process Automation H

Digital Operations/ Industry 4.0 H

End to End Service Delivery Capability H

Customer 360 H Enterprise Data Management H Enterprise Analytics, AI, ML, IoT, and RPA Platform M

DATA PLATFORM

CHANGE CAPACITY

Retail companies are investing in building digital, ecommerce, analytics skills at all levels.

Retail companies are investing in data lakes, warehouses, marts, and automation of data engineering capabilities.

Business Continuity H IT Operations, Management, and Cyber Security M

Modern and Cloud Native Infrastructure M

Open Market Applications Architecture M Agile Development and Automated Testing and QA M

The CPG (and durables) sector has off late been facing inflationary pressures due to global supply chain disruptions. Competition from D2C brands, that has grown rapidly, is a growing challenge. The supply chains are also getting more complex given multiple retail channels emerging, procurement challenges rising, and hyper local demands gaining.

Hot Areas CPG

AUTOMATED DEMAND MANAGEMENT

CPG companies shall keep up with the investments in building platforms for automated demand sensing, generation, capture and fulfillment, increasingly in hyper local mode.

GROWTH PLATFORMS

eCommerce, D2C, Digital Only Brands and Content Platforms for growth are critical priorities for the CPG companies. These could be driven in both modes –third party and self driven.

New Digital Business/ Revenue Models M

Customer Life Cycle Management M

Employee Life Cycle/ Learning Ecosystem H

Sustainability and Risk Management H

OMNI CHANNEL

CPG companies are moving from single channel to multiple channels and in 2023 shall be building further capabilities for Omni Channel, an integrated approach to channel management. Some large CPG companies shall further build there D2C initiatives.

HOLISTIC CUSTOMER EXPERIENCE

Holistic customer experience requires investment on multiple areas like CRM, social listening, continuous feedback, customer 360, E2E service platforms, and supply chain integration. CPG companies shall focus on moving up the CX chain by offering convenience, delivery, immersive experience, and personalization

Omni Channel M Digitalized Supply Chain H Hyper Local H Business Process Automation H

Digital Operations/ Industry 4.0 H

End to End Service Delivery Capability M

Customer 360 M Enterprise Data Management H

Enterprise Analytics, AI, ML, IoT, and RPA Platform H

ADAPTIVE SUPPLY CHAIN

Supply chains need to be integrated end to end (e.g., farm to fork for foods) for ensuring quality and transparency. It must also integrate backwards for enabling suppliers to enhance performance and building procurement alternatives. Some will also invest in supply chain control tower.

DIGITAL OPERATIONS

Connected machines, IoT, data analytics, automated production planning, energy management, workforce digital skills etc shall remain the priorities for 2023

Business Continuity H IT Operations, Management, and Cyber Security H

Modern and Cloud Native Infrastructure M

Open Market Applications Architecture L Agile Development and Automated Testing and QA M

Pharma

The pharma sector has been facing challenges of ‘moderating revenue and increasing costs’ over some time. The critical imperatives for it to sustain its global leadership are – moving up the value chain by creating innovative IP, enhancing operational efficiency, and exploring new growth opportunities by foraying into new age business models.

Hot Areas Pharma New Digital Business/ Revenue Models M

SUPPLY CHAIN DIGITALIZATION

Pharma companies are digitalizing and integrating the complete value chain – customers to suppliers. Though the focus currently is on creating individual service platforms for different functions and sub functions, it shall all cohere together over time for an end-to-end platform of platforms to emerge. It includes demand forecasting and management, account management, bid management, project management, track and trace, control tower, vendor development etc.

GROWTH PLATFORMS

Pharma companies are exploring new platforms like therapeutics, wellness, retailing, and doctors’ engagement for growth. They are either building these platforms on their own or acquiring from others. They are also investing in data driven new drug discovery and development process capabilities.

Customer Life Cycle Management M

Employee Life Cycle/ Learning Ecosystem M

Sustainability and Risk Management H

Omni Channel M Digitalized Supply Chain M Hyper Local L Business Process Automation H

DATA PLATFORM

QUALITY & COMPLIANCE PLATFORMS

Laboratory Information Management System, Electronic Lab Notebook, Compliance Data Sharing automation etc. are initiatives that shall help pharma companies ensure quality and compliance.

Data platform is a critical investment that pharma companies are making in order to create a repository of operational, clinical, financial, and customer data. They are also investing in automation of data engineering processes for cleaning and rendering it for use in analytics, AL, ML applications.

Digital Operations/ Industry 4.0 H

End to End Service Delivery Capability M

Customer 360 M

Enterprise Data Management H

Enterprise Analytics, AI, ML, IoT, and RPA Platform M

MANUFACTURING PLATFORM

Business Continuity H IT Operations, Management, and Cyber Security M

CHANGE CAPACITY

Pharma companies are giving the employees across functions an opportunity to enhance their skills with continuous learning and build the change capacity required for digital transformation.

Pharma companies are investing in digital manufacturing with MES and other automated processes like batch release, packaging etc. involved in manufacturing. Connected systems thrive on data in terms of optimization, quality, and compliance.

Modern and Cloud Native Infrastructure M

Open Market Applications Architecture L Agile Development and Automated Testing and QA L

Hospitals

The hospitals sector is evolving fast given government’s focus on enhancing the reach of healthcare, making medicines affordable, improving the quality of services, and supporting the low-income segments with funds.

HOLISTIC HEALTHCARE PLATFORMS

Hospitals are stitching together a large set of services for the patients, doctors, and others (like pharmacies, lab technicians, administrators, management) for a holistic healthcare platform to evolve. The platform will support the patients through the entire cycle of interactions and provide a one stop solution for all their medical needs, like appointments, OPD, pharmacy, test labs etc.

ELECTRONIC MEDICAL RECORDS

Hospitals are focusing on building a repository of patients’ medical records and history for an informed diagnosis and treatment. The initiative is an important pillar for patient life cycle capability.

CHANGE CAPACITY

There is a need of giving the care providers an opportunity to enhance their skills with continuous learning and build the change capacity required in contemporary hospitals.

ECOSYSTEM LINKAGES

Healthcare ecosystem is evolving, and no service provider can work in isolation. Specific platforms for OPD appointments, medical tests, government scheme benefits, specialized services etc needs to be linked together with specific hospital platforms for better experience to the patients.

BIG DATA, AI, ML IN CLOUD

Building local knowledge on diseases and their likely impact needs local patients’ data and subjecting it to analysis through AI, ML capabilities. Such large sets of data require systemic resources and that’s the reason many hospitals and large cloud service providers are coming together. There are point applications of AI, ML in diagnostics and treatment also emerging.

Hot Areas Hosp

New Digital Business/ Revenue Models M

Customer Life Cycle Management M

Employee Life Cycle/ Learning Ecosystem M

Sustainability and Risk Management H

Omni Channel M

Digitalized Supply Chain M

Hyper Local L Business Process Automation H

Digital Operations/ Industry 4.0 H

End to End Service Delivery Capability H

Customer 360 M

Enterprise Data Management M Enterprise Analytics, AI, ML, IoT, and RPA Platform M

Business Continuity H IT Operations, Management, and Cyber Security M

DATA DASHBOARDS

Patient, financial, and operational data needs to be pulled together for a view into the hospital functioning. Such dashboards are critical for the hospital administrators, management, doctors, and care providers.

Modern and Cloud Native Infrastructure M Open Market Applications Architecture M Agile Development and Automated Testing and QA M

Media & Entertainment

The M&E world is moving towards digital but the traditional media like print and TV are also going to exist. M&E companies are building an ecosystem of multi format content and publishing platforms.

Hot Areas M&E

MULTI CHANNEL APPROACH

Though digital is growing faster than other channels like print and television, the future is that of a multi channel apprpoach.

ECOSYSTEM LINKAGES

M&E companies are creating their own content and linking up for exploiting third party content streaming (like movies, learning etc). A network of connected content and publishing platforms is getting created.

DIGITAL CONTENT AND DELIVERY ENGINE

A converged platform for creating and publishing content across formats is a focus for M&E companies. The content engine helps reengineering content for consumption on own channel as well as third party and across social channels. This opens immense scope for moving beyond a few large advertisers to the long tail of SMB advertisers.

CHANGE CAPACITY

M&E companies are building change capacity by skilling their existing staff on new technologies, hiring skilled staff, and creating structures such as CoEs to build the right capabilities.

HYPER LOCAL

Consumers want not only national and international news, but also local news. Content creation, publishing and rendering it in hyper local mode is a capability required by M&E companies.

New Digital Business/ Revenue Models M

Customer Life Cycle Management M

Employee Life Cycle/ Learning Ecosystem M

Sustainability and Risk Management H

Omni Channel M Digitalized Supply Chain M Hyper Local M Business Process Automation H

Digital Operations/ Industry 4.0 H

End to End Service Delivery Capability H

Customer 360 M

Enterprise Data Management M Enterprise Analytics, AI, ML, IoT, and RPA Platform M

Business Continuity H IT Operations, Management, and Cyber Security M

DATA AND ANALYTICS

Data, especially on digital channels, is being exploited to understand behavior of the consumers and pushing personalized content and advertising to them.

Modern and Cloud Native Infrastructure M

Open Market Applications Architecture M Agile Development and Automated Testing and QA M

Logistics and Supply Chain

The LSC sector is looking forward to a positive growth environment owing to the rise of eCommerce, Qcommerce, and Direct to Customers. The new National Logistics Policy of the GoI and other big initiatives like Gati Shakti are further boosting the sector’s prospects.

CUSTOMER PLATFORMS

LSC companies are creating customer portals for booking, consignment tracking, and availing related services. Such platforms shall also enable end to end customer journey with digital and aid in customer experience.

ECOSYSTEM LINKAGES

As government and other platforms like GSTN, toll management, GIS maps etc fall in place, LSC companies are leveraging them with linking appropriately with them.

SMART SUPPLY CHAIN AND OPERATIONS

LSC companies are strengthening their supply chain flows, both goods and information, by deploying multiple tech tools and integrating them with underlying applications. E.g., auto routing, procure to pay, API platform, vendor portal, on the move handheld devices, digital payments etc.

SMART OPERATIONS

LSC companies are making good use of IoT, sensors, GPS devises to have connected vehicles for continuous information on status. Moreover, they are investing in automated safety compliance and highly automated warehouses for reducing manual work and enhancing efficiency.

ELEECTRIC VEHICLES

LSC companies are investing in fleet of electric vehicles and robots for autonomous operations and keeping the environment clean.

DATA PLATFORM

LSC companies are warming up to the idea of investing in data platforms with data repositories and data engineering automation for supporting big data analytics, AI, ML use cases

Hot Areas LSC

New Digital Business/ Revenue Models M

Customer Life Cycle Management M

Employee Life Cycle/ Learning Ecosystem M Sustainability and Risk Management H

Omni Channel L Digitalized Supply Chain H

Hyper Local M Business Process Automation H

Digital Operations/ Industry 4.0 H

End to End Service Delivery Capability M

Customer 360 M Enterprise Data Management M

Enterprise Analytics, AI, ML, IoT, and RPA Platform M

Business Continuity H IT Operations, Management, and Cyber Security M

Modern and Cloud Native Infrastructure M

Open Market Applications Architecture M Agile Development and Automated Testing and QA L

Infrastructure and Construction

Infrastructure is a key sector for the growth of the Indian economy. The sector has the potential to boost India’s overall development and hence enjoys great focus by the Government with supportive policies. Government spend has also been substantial in the sector for building highways, ports, airports, building etc.

SMART DIGITAL SERVICES

Infrastructure and Construction companies are building standalone digital services for the customers or users of the infrastructure, property or homes. E.g., using AI/ ML for face recognition at the airports, providing smart building or home functionalities, or smart payment services on the highways..

SMART PROJECT MANAGEMENT

Digital enabled project management tools are gaining traction in the Infrastructure and Construction companies. Automation of the project management function, use of data analytics, and use of AI/ ML tools alongwith IoT/ sensors can make project management smarter. Financial, operational and customer dashboards can be created for concerned teams.

CORE PLATFORM

Infrastructure and construction companies are also busy expanding the footprint of their core business applications, integrating them with each other and with public platforms such as Ministry of Roads, Transport, and Highways or Gati Shakti Mission.

IMMERSIVE PLATFORMS

Infrastructure and Construction companies are using new immersive technologies like AR, VR, Smart Glasses to give a new experience to the buyers, even without visiting the site. Personalization and customization in the property bought or post purchase interiors can also be done.

CUSTOMER PLATFORMS

Connecting with the customers, managing lead through CRM, providing regular updates on project status with drone-based photos or videos are all efforts taken to engage with customers and build and manage the sales pipeline.

EFFICIENT, RESILIENT AND GREEN SUPPLY CHAIN

Supply chain of raw materials is the lifeline for Infrastructure and Construction projects and any improvement in efficiency is bound to have a positive impact. In the current environment, along with being efficient, supply chain needs to be resilient and green in terms of its input and methods.

Hot Areas I&C

New Digital Business/ Revenue Models L

Customer Life Cycle Management M

Employee Life Cycle/ Learning Ecosystem M

Sustainability and Risk Management M

Omni Channel L Digitalized Supply Chain M

Hyper Local L Business Process Automation H

Digital Operations/ Industry 4.0 M

End to End Service Delivery Capability M

Customer 360 M

Enterprise Data Management M

Enterprise Analytics, AI, ML, IoT, and RPA Platform M

Business Continuity M IT Operations, Management, and Cyber Security M

Modern and Cloud Native Infrastructure L

Open Market Applications Architecture L Agile Development and Automated Testing and QA L

16 Industry Sectors

on One Page

GROWTH - #1 New Digital Business/ Revenue Models

DESCRIPTION ON THE GROUND

• Growth pressures demand new business models for new revenue sources

Description On the Ground

“BFL is developing 5 proprietary marketplaces. These involve: (i) the ‘EMI store’; (ii) the ‘Insurance Marketplace’; (iii) the ‘Investment Marketplace’; (iv) ‘BFL Health’; and (v) the ‘Broking App’” (Bajaj Finance Limited, 2021)

• New Digital Business Model is about identifying and addressing a new revenue stream, a new market, or new products and services using a digital native strategy.

• It includes

• New online market places

• ‘Build your product’ platform

• New services (like auction) platform

• Ecosystem Innovation

• A new eCommerce P&L

• A community engaging platform (e.g. for the Farmers)

“‘Make it Yours (MiY)’ programme where customers can choose new model via RE app, website and create motorcycle with their own choice of accessories. Supports service modules (Android and iOS platforms).” (Eicher Motors, 2021)

“‘eDiig’ Auction Platform: Auctioned 5 lakh+ vehicles to become the market leader in the online auction space.” (M&M, 2021)

“Tata UniEVerse, is an entire electric mobility ecosystem, incubate electronics and software is to upscale competencies on Future Technologies, Disrupting Trends, Existing skill enhancement, Process improvement.” (Tata Motors, 2021)

“We are ramping up our e-commerce business, which is a separate P&L. accountability and fully functional capabilities across sales, marketing, innovation, supply chain, and finance. D2C selling provides incredibly rich consumer data. We have tested exclusive e-commerce variants of our current brands.” (Godrej Consumer, 2021)

“e-Volve: a first-in the-Zinc industry B2B online commerce platform.” (HZL, 2021)

“Company is scaling up e-Choupal 4.0 - a crop-agnostic ‘phygital’ integrated agri solutions platform. This digitally powered platform seeks to empower the farming community by delivering customised solutions by synergistically integrating NextGen agri-technologies.” (ITC, 2021)

INDUSTRY WISE

Overall Banking Insurance NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

M H H M H M M M M M M M M M M M L

BUSINESS - #2 Customer Life Cycle Management

DESCRIPTION ON THE GROUND

• Customer Life Cycle Management is an abstract layer that builds upon multiple systems (customers data, financials, operational, and social) and is aimed at using digital for

Description On the Ground

“The entire customer life cycle beginning with lead generation is empowered through the use of an enterprise Customer Relationship Management (CRM) at the branches, contact center and the digital channels.” (Mahindra and Manhindra Financial Services Limited, 2021)

• Mapping the customer demographics, behaviour and activities

• Digitally enabling all the customer touch points

• Continuously gauging their needs, and

• Offering the right products and services at the right time over the life cycle

• Customer Life Cycle Management may start with a simple CRM but eventually evolves into a fully integrated, intelligent, and largely autonomous platform that leverages big data analytics, AI, ML, and RPA

• Operationalization of Next Best Action is a critical component

“Going forward, Tata Capital will continue to focus on digitizing and simplifying the complete customer lifecycle to best cater to the growing needs of the evolving customers.” (Tata Capital)

“Introduced an integrated CRM platform to engage with customers throughout their lifecycle.’ (SBI, 2021)

“The company is also looking to create a unified platform for customer lifecycle management – MyFortis. The solution will offer one stop shop for patients to book appointments for consultations/ diagnostics, store and view medical records, conduct tele/ video consults, medicine delivery, etc. This will be fully integrated with other Fortis digital systems including HIS, Oracle and the feedback management system.” (Fortis Healthcare, 2021)

“Introduced the ‘Maruti Suzuki Smart Finance’ (MSSF) programme that offers an online, end-to-end car finance facility. With this, 24 out of 26 customer interaction points while buying a car have been digitalised.” (Maruti Suzuki, 2022)

“A simple 3-step approach – Online Discovery, Home Test Ride and Online Booking – was devised to enable customers to bring home their favourite Royal Enfield motorcycle without as much as walking into a store.“ (Eicher Motors, 2021)

INDUSTRY WISE

Overall Banking Insurance NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

M H H H H M M M M M H M M M M M M

BUSINESS - #3 Employee Life Cycle/ Learning Ecosystem Management

DESCRIPTION ON THE GROUND

• Employee Life Cycle Management is an abstract concept that builds upon multiple systems (employee data, financials, operational, and social) and is aimed at using digital for

Description On the Ground

“Launched our AI-enabled learning app encouraging ‘learning on-the-go’ and ‘peer-learning’”. (Aditya Birla Capital Limited, 2021)

• Mapping the employee demographics, behaviour and activities

• Ensuring seamless services, from hire to retire

• Continuously gauging their needs and

• Offering the right content for personalized development

• Employee Life Cycle Management may start with a simple HRIS but eventually evolves into a fully integrated, intelligent, and largely autonomous platform that leverages big data analytics, AI, and ML

• Tech driven personalizing engagement and learning

• Self paced learning, short burst learning content, gamification, and MOOC

• Ai, ML driven personalized learning, mobile enabled

• Integration with the Employee Life Cycle Management initiative

“The entire employee life cycle is mapped on to one of the leading Human Resource Management System (HRMS) and supplemented with other applications. (Mahindra & Mahindra Financial Services Limited, 2021)

“InstA is our knowledge platform powered by Artificial Intelligence. It is a virtual assistant for Sales and Service teams. (HDFC Life, 2021)

“Human Resource Information System (HRIS): brings together the entire range of HR processes and systems under a single roof, offering anytime, anywhere access to leaders and employees. (ICICIPru, 2021)

“Resorted to online training, which includes e-Gurukul platform and online courses through Learning Experience Platforms (LXPs).” (Maruti Suzuki, 2021)

“A new-age employee portal has been launched which provides a single window experience. We have a clear strategy of leveraging the cloud for innovation, agility and scalability.” (Asian Paints, 2021)

“Online Employee Life Cycle processes enabled with “Employee self Service” and “Manager Self Service” modules empowered employees and led to an enhanced experience of HR Processes.” (Bajaj Consumer, 2021)

“MentForME, a tool which enables mentor & mentees to connect digitally and Gamification as a learning methodology was also explored as a means of providing developmental opportunity.” (BASF, 2019)

“In order to keep its employees motivated and trained, PI has launched the Percipio Platform that provides hundreds of e-Learning courses.” (PI Industries, 2021)

“We achieved 100% compliance on conducting all our programs through Cornerstone OnDemand (CSOD), a software system which enables us to track learning of our employees.” (Hindalco, 2021)

INDUSTRY WISE

Overall Banking Insurance NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

M H H H H M M M M M M H M M M M M

BUSINESS - #4 Sustainability and Risk Management

DESCRIPTION ON THE GROUND

• Sustainability and risk management are two separate yet interrelated concepts.

Description On the Ground

• The former deals with the effect of business activities on environment (ecological, climate, emissions), and social context (community upliftment, education, health).

• It also covers governance mechanism a businesses puts in place to gauge the long term implications for the business and its larger environment, goals it sets for itself or compliances, undertakes specific activities, and continually gauge the performance against the goals set.

• ESG also covers the regulatory requirements that the business has to comply with.

• A framework for identification of internal and external risks including financial, operational, sectoral, sustainability (particularly, ESG related risks), information, cyber security risks or any other risk as may be determined by the business.

“Sustainable Supply Chain - The Company is dependent on its vast supply chain for the availability of necessary materials and components required for the smooth operation of the business. Given the size and complexity of the Company’s supply chain, the key focus is on incorporating sustainability practices among vendors, along with ensuring timely development and delivery of components of desired quality at competitive prices.” (Maruti Suzuki, 2022)

“We have defined and committed to CO2e reduction targets by 2030, which have been validated by the Science Based Targets initiative (SBTi), aligning the business to the 1.5-degree celsius emissions reduction set out by the Paris Agreement.” (Tata Motors, 2022)

“The Company fully recognizes its responsibilities towards the environment, the planet and society at large. We have a comprehensive Environmental, Social and Governance (ESG) program in place which ensures that all our operations comply with global best practices.” (Biocon Limited, 2022)

“The sustainability goals cover Hindalco’s performance in air, water, waste, biodiversity, climate management and overall ESG performance. System and process goals cover digitalisation, HR planning and driving culture. Performance evaluation is linked to the achievement of these goals.” (Hindalco, 2022)

“Application of data-based analytics and automation for rule-based risk controls for problem solving and risk governance.” (Aditya Birla Capital Limited, 2022)

“The 9 categories of risks identified and monitored by the Group are Credit Risk, Market Risk, Process, People, Outsourcing, Technology, Business Continuity, Cyber Security and Reputation risk.” (Tata Capital, 2022)

INDUSTRY WISE

Overall Banking Insurance

NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

H H H H H M H H H H M H H H H H M

SUPPLY CHAIN - #5 Omni Channel Management

DESCRIPTION ON THE GROUND

• Omni channel for sales and servicing is about being present across multiple channels, and provide continuity of experience (e.g. item selected on one channel will be fund in the cart on another channel).

Description On the Ground

“We have developed digital service journeys on multiple digital platforms including Web, WhatsApp, Chatbot & Voice Bot. Availability of our services on digital channels has increased significantly from 74% in FY 2019-20 to 90% in FY 2020-21.” (Aditya Birla Capital Limited, 2021)

• It requires delinking of underlying individual applications with individual channels, and building a common interface between applications and channels for a uniform play for the customer. It is customer- centric concept and hence the quality of customer data that can be linked with it (Customer 360) shall determine the quality of their experience through ‘Personalization’ in the form of ‘Next best Action or Offer’.

• Customer could mean the end user or the intermediaries like retailers, and even employees

• Though leading BFSI companies have initiated the process, many others still need to embark upon the journey in 2023 and beyond.

“…the Company has imagined a completely new way of conducting business and to move to providing financial products and services to its 48.6 million existing customers in a seamless manner by creating an ‘omnichannel’ framework. The omnichannel model would provide a flexibility to the customer to move between online to offline and vice versa in a frictionless manner.” (Bajaj Finance Limited, 2021)

“We are focused on building a digital led omnichannel presence. Omni-channel 360-degree view of the customer comprising engagements through branch, SMS, e-mail, call center, WhatsApp, Facebook, LinkedIn, Twitter WhatsApp and website”. (Magma Fincorp, 2021)

“The Bank’s cash management business, Baroda DigiNext, provides a wide range of omni-channel digital solutions for customers for management of cash flows and liquidity.” (Bank of Baroda, 2021)

“Launched an integrated omni-channel digital platform YONO, serves as a Digital Bank, an Online Market Place, and a Financial Super Store.” (SBI, 2018)

“Digital 2.0 to transform customer journeys into omnichannel customer experiences.” (HDFC Bank, 2020)

“Superior experience across all channels through Omnichannel platform.” (ICICI Pru, 2021)

INDUSTRY WISE

Overall Banking Insurance

NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

M H H H M L M M M M H M M M M L L

SUPPLY CHAIN - #6 Digitalized Supply Chain

DESCRIPTION ON THE GROUND

• Digitalized or Unified supply chain is an end to end linking of the suppliers – operations – channel – end user continuum rendering the following layers

Description On the Ground

• Transactional layer – how transactions can be recorded digitally along the entire continuum making critical process data available

• Intelligent layer – when data from transactional layers provide a visibility of the state of affairs, are subject to static or dynamic algorithms to predict and even optimize, and raise important alerts regarding actual or impending constraints

• Decisional layer – the information layer allows for decisions that can be implemented with just a few clicks

• Unified supply chain is developed by connecting the transactional layer across multiple systems (that may be across multiple enterprises), providing data from internal or external sources, and making actions like end to end planning and management possible

• Leverages Automation, Analytics, AI, ML, IoT, RPA, API, and Cloud

“PACE is an initiative to digitize end to end supply chain processes that include system generated sales forecasting with market consensus, manufacturing plan generation and simulation, inventory planning, production scheduling & prioritization, optimal utilization of manufacturing capacity & other resources.” (Cadilla, 2021)

“Application programming interface (API) based solutions for our customers have been enhanced for exchanging manifest at detailed levels to ensure an automated and seamless supply chain, from pre-pick up till post-delivery; inclusive of collections.” (Blue Dart, 2021)”

“Cloud-based platform provides real-time information on production and external demand to its supply chain.” (Hero MotoCorp, 2021)

“Using advanced algorithms that allow us to improve our demand forecasting, inventory planning, distribution planning and transportation planning. We implemented a completely automated warehouse integrated with the S/4 HANA Extended Warehouse Management Systems.” (Asian Paints, 2021)

“The launch of a Supply Chain Portal by the Company enables reduction in the man hours spent on tracking shipments, while ensuring that the customers get real time updates. The portal enables end to end visibility for all full truck load shipments via the Cloud and GPS.” (BASF, 2021)

“GreenTrack™ platform to help consumers track the entire journey of the product from plantation, and the reverse journey of the value chain to help garment houses and brands”. (Grasim, 2021)

INDUSTRY WISE

Overall Banking Insurance NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

M M M M H M H H H M H H M M M H M

SUPPLY CHAIN - #7 Hyper Local

DESCRIPTION ON THE GROUND

• Hyper Local marketing is demand generation, demand capture, and demand delivery in a small locality

Description On the Ground

• The supplies are locally procured, the replenishment is done with a super efficient back end distribution engine

• Many new age consumer models like cab hailing or food delivery is based upon hyper local enabled platforms

• COVID has given fillip to the model where consumer goods are being bought online for home delivery

• While incumbent CPG companies are making their existing supply chains more sharper at the last mile, there are few who are trying very innovative ways to deal with the situation

“Dabur tied up with MapmyIndia for a dynamic visualization of existing coverage across urban and rural geographies. Dabur also rolled out Suggested Order module – an AI / ML based algorithm that helps salesman drive the right assortment in store. The initiative was further supported by rolling out of CRS (Continuous Replenishment System) at stockist point – that enabled automation of order flow – for maintenance of right inventory and range availability at stockist point to support assortment drive.” (Dabur, 2021)

“Predictive analytics enables our urban salespeople to sell the right assortment in a store. At the same time, GPS-enabled hand-held terminals help us track our distribution network and uncover efficiency gaps. Analytics is also helping us improve distributor replenishment by minimising sales losses due to stockouts.” (Godrej Industries, 2021)

“Furthering our journey to create a digital customer ecosystem of connected stores, we have piloted ‘Samadhan’ our direct-to-trade order-fulfilment platform in Chennai. ‘Samadhan’ is fully integrated with our digital order capturing platform and aims to deliver speedier and reliable service to the retail outlets through warehouse automation and optimized last mile logistics.“ (HUL, 2021)

“ITC has developed & implemented digital solutions for online ordering & engagement with the retailers, providing a personalised & omni-channel experience for the trade partners. Direct-to-home capability has been created in the form of ITC e-store, providing rich brand experience & online purchase options to consumers.” (ITC.2021)

“Your Company expects the digitally enabled hyper-local model to be the next wave of innovation in fashion retail, which it is well-placed to capitalize on, with its strong brands, loyal customer base and a nation-wide store network.” (Aditya Birla Fashion Retail, 2020)

INDUSTRY WISE

Overall Banking Insurance NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

L L L L M L L L M L M H L L M M L

PROCESS - #8 Business Process Automation

DESCRIPTION ON THE GROUND

Description

• Business process automation is a never ending agenda. It follows a hierarchy of – Core, More, In-between and Beyond

• Core enterprise process like ERP, CRM, SCM

• More and more aspects of organizational functioning getting automation with extensions or best of breed applications around the core

• In-between micro process automation for integration

• Moving beyond with mobile extensions or apps

• Embedding analytics, AI/ ML for process enhancement (like Voice and Chat bots, credit or risk scores, or prequalified offers), or RPA for repetitive tasks like auto-checks, or linking APIs for providing data inputs

• Aggregating data for creating repositories, compliance, process performance measurement and enabling integrated dashboards as single source of truth

• The drive shall render many domains specific set of processes as E2E Service Delivery platform when a whole is automated in a meaningful way

Overall Banking Insurance

NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

“A Digital Web Application & Mobile App (M-Touch) has been developed to capture records of all field visits made by Branch Officials for recovery in NPA accounts.” (PNB, 2021)

On the Ground

“Tata Capital is also working on the Finance Data project which will automate all regulatory reporting, Finance Management Information System, Expected Credit Loss computation for Ind AS filing.” (Tata Capital, 2021)

“Integrating wealth business platform with Registrar and Transfer Agents (RTAs) and availability of current value of mutual fund investments on mobile and net banking.” (Bank of Baroda, 2021)

“Use of AI-based OCR for instant document verification” (ICICIPru, 2021)

“Digital intervention through the enterprise system SAP and Product Lifecycle Management (PLM) to ensure delivery of right product to right customer.” (Eicher Motors, 2021)

“Mahindra’s first digital employee named IRONA was launched using RPA to simulate and automate treasury’s mutual fund investment operations.” (M&M, 2021)

“Company has implemented SAP HANA during the first quarter and the system has been stabilised and running well.” (Bajaj Consumer, 2021)

“The Company uses SAP-ERP to process financial transactions and maintain its books of accounts.” (Apollo Tyres, 2021)

“We are focusing on the consolidation of various applications, integration of systems and digitalizing the manual processes.” (Hindalco, 2021)

“HPCL launched ‘HP Gas Vitran’ App for the LPG delivery staff for effectively planning and managing LPG refill request from consumers” (HPCL, 2021)

INDUSTRY WISE

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

H H H H H H H H H H H H H H H H H

PROCESS- #9 Digital Operations/ Industry 4.0

DESCRIPTION ON THE GROUND

• Industry 4.0, the most contemporary phenomenon in industrial operations, is defined as the use of digital to collect data using IoT/ sensors, leverage data analytics/ AI/ ML technologies, manage assets and resources, and converge with the business systems for decision making

Description On the Ground

“We are leveraging digital tools such as analytics at the Global Parts Centre (GPC), Utility Cockpit in the Chittoor plant, MES, Automation etc.” (Hero MotoCorp, 2021)

“Our facilities have accelerated the incorporation of technologies towards adopting the Industry 4.0 framework. This includes using cutting edge technologies, digital interventions from machines with sensors and edge analytics to sort relevant data.” (M&M, 2021)

• Industry 4.0 is a journey that evolves over time with the following being accomplished across the length and breadth of the manufacturing and supply chain footprint:

• Industrial process automation, MES

• IoT/ Sensors for operational data collection

• Analytics, AI, ML led discovery and autonomy

• Digital twins for key assets

• Integration with supply chain components

• Convergence with the business system

• Drives efficiency, assets utilization, services revenue generation, ecological sustenance, and employee health and safety

• Industry 4.0 in Indian enterprises is evolving organically, piece by piece, location by location

“IT platforms based on Industry 4.0 principles have been implemented in the two new paint facilities ( Real-time integration from shop floor operations into ERP and manufacturing execution systems). IoT and other sensorbased technologies have been extensively leveraged in these plants.” (Asian Paints, 2021)

“As a start, your Company is developing digital-twin solutions at its Vilayat Unit for Chiller MSFE and Fibre Dryer processes.” (Grasim, 2021)

“Embarked on implementation of the Golden Batch Project for one of its plants. This platform integrates with fully automated DCS plants and provides deep data driven insights into manufacturing processes. This year it has also been extended to three other plants.” (PI Industries, 2021)

“Develop upcoming Dahej manufacturing plant at Gujarat as a Digital Smart Factory.” (Tata Chem, 2021)

“Under Industry 4.0, and the current trend of automation and data exchange, we undertook two key developments which are cloud adoption and convergence of IT and Operation Technology.” (Hindalco, 2021)

“it plans to increase distribution automation from 40% to 100% in five years while deploying advanced sensors and adopting artificial intelligence and machine learning.” (Adani Transmission, 2021)

“During the reporting period the Group has partnered with IBM to implementing the IBM Watson platform. This IOT based solution helps the HVAC systems adjust to changes in external climatic conditions and occupancy levels of the store whilst meeting the desired temperatures.” (Future Lifestyle Fashion Limited, 2021)

INDUSTRY WISE

Overall Banking Insurance NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

M L M L H H H H H H H H H H H H M

PROCESS - #10 End to End Service Delivery Capability

DESCRIPTION ON THE GROUND

• End to End Service Delivery is digitalizing the entire chain of activities that makes the service. Applicable for both small or big services.

Description On the

• End to End Service Delivery involves digital enablement of the following - service request inputs, validation, documents upload if required, automated work flows, decision engines, auto generation, and service output.

• It may be completely on a self service mode or may be monitored by someone for critical decisions, but every bit is digitalized.

• The End to End Service Delivery may be used for multiple stakeholders –Customers, Employees, Suppliers, Dealers, Retailers, Regulators etc.

• The focus is shifting from small service to large service pieces.

• Multiple technologies across multiple systems enable an End to End Service Delivery stack (or a service platform)

Overall Banking Insurance NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

“The core VF business related processes are undergoing technology-led transformation to launch a scalable digital platform. Using service integrations to validate the person (identity / KYC, contact detail validation etc.), financial (financial statement analysis and validation etc.), and transactional (bank accounts, ACH mandate, wallets etc.) aspects of the digitization, the platform aims to deliver a high-quality experience irrespective of whether someone is a long-time customer or a first-time borrower.” (Cholamandalam Investment and Finance Company, 2021).

Ground

“Bank has launched an IT based solution for loan management as PNB LenS- the Lending Solution. End to end digital lending has also been enabled through preapproved personal loans by using data analytics.” (PNB, 2021)

“Work with startups to develop a cloud-based platform for handling end to end transport desk outsourcing operations for the PTS business.” (Mahindra Logistics, 2021)

“On the Microbanking underwriting front, our proclivity to enhanced automation has enabled the implementation of an end-to-end digital platform integrated with the bureaus and a business rule engine for automated credit decisioning and a straight through process.” Ujjivan Small Finance Bank Ltd., 2019)

“One UltraTech App: This application drives unparalleled convenience and speed of daily transactions to our dealers/ retailers network across the country. Our dealers can book the orders anytime, anywhere with ease, assisted with features such as smart orders (based on previous trends) and one-click booking through favourite orders.” (UltraTech, 2021)

INDUSTRY WISE

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

M H H H M M M H H M H M M H H M M

DATA - #11 Customer 360

DESCRIPTION ON THE GROUND

• Customer 360 is about building a customer profile using multiple set of data, available both internally and externally

Description On the Ground

• Internal sources include customer profile, financial spend, and operational behaviour data. External sources include social media behaviour, online actions, and third party sources like Aadhaar, PAN, IT (subject to regulations)

• Customer 360 degree is a capability that evolves through technology’s ability to match external data points correctly with the customer cases available in a company’s database. Customer 360 leverages multiple internal and external systems, and enterprise data warehouses and lakes

• Customer 360 is augmented by automated continuous feedback mechanisms, capturing voice of the customer, Net Promoter Scores etc.

• Customer 360 can be leveraged by other initiatives such as ‘hyper personalization’ across omni channels, next best offer, and targeted marketing; may help build digital customer personas

• Customer 360 can refine the marketing and lead gen, sales funnel, & GTM.

“Project ePIC (e-Platform for Indian Oil Customers) was launched by the Corporation, which envisages creating a 360-degree view of customers, integration, and standardization of marketing efforts across product lines, better handling of customer service requests including grievances and presenting a unified customer experience across various access devices such as mobile phones, tablets, and desktops.” (Indian Oil Corporation Limited, 2018)

“Company has put in place a Customer 360 program, where a data warehouse has been set up for all customer transactions and interaction data for the entire base of over 30 million customers across brands.” (Aditya Birla Retail Limited (2021)

“Omni-channel 360-degree view of the customer comprising engagements through branch, SMS, e-mail, call center, WhatsApp, Facebook, LinkedIn, Twitter WhatsApp and website.” (Magma Fincorp, 2021)

“Analytics on the Customer Data Platform (CDP) deployed helped in precision digital marketing and aided the smooth onboarding of customers.” (Asian Paints, 2021)

INDUSTRY WISE

Overall Banking Insurance

NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

M H H H H M M M H M H M M M M M M

DATA - #12 Enterprise Data Management

DESCRIPTION ON THE GROUND

• Enterprises have data scattered all around – transactional and individual systems, excel sheets, emails, chatbot and social conversations etc.

Description On the Ground

• This causes problems in building enterprise wide dashboards as it is difficult to obtain the data, sometimes one may not even know that the data exists

• Data play requires a holistic approach to collect, clean, collate, structure, and enable free flow before it can be processed meaningfully

• The task becomes critical given multiple variety of data, coming in high volume and with high speed

• Enterprises need to invest in technologies such as Data Lake, Data Marts and Warehouse, Automated Data Engineering, and Data Storage and Back up

• Cloud models are becoming prominent for the ease, elasticity, agility, and cost effectiveness they provide

“With a scalable cloud-based Enterprise Data Warehouse (EDW) in place, BFL has now started to move raw data through ‘change data capture’ (CDC) technology from multiple online transaction processing system to a data lake. Run large workloads using Apache Spark as the compute layer. -- BFL’s entire data ecosystem and analytic workloads are now hosted on the Microsoft Azure platform.” (Bajaj Finance Limited, 2021)

“DIGITAL DATA CENTER - A 360-degree view and single source of data for key metrics by building the Digital Data Centre - a. Building a data lake to capture and store all source system and non-system data; b. Develop data warehouses to manage the business specific requirements; c. Designing dashboards that show key trends and insights; d. Near real-time monitoring of key metrics; e. Enabling alerts and triggers on key metrics to enhance monitoring and reviewing (Cholamandalam, 2020). Significant progress has been made on the enterprise data repository built with the setup of a cloud-based environment to handle vast volumes of data from transactional systems as well as non-system sources.” (Cholamandalam, 2021)

“Tata Capital has invested into cutting edge technologies to set up the Data Lake which acts as a backbone to provide single source of data across all reporting.” (Tata Capital, 2021)

“Bank has decided to implement Enterprise Data Lake using the Hadoop framework to meet all its information and analytics needs, be it providing data for ad hoc reports, MIS, regulatory reporting or advanced analytics for delivering hyper personalization, or models for driving retention.” (Bandhan Bank, 2021)

“• Google Big Query, Hadoop, Python : Using best and latest technologies available for data understanding/ processing • Data lake solution : Use of AI and ML to analyse structured and unstructured data.” (ICICIPru, 2021)

“Using billions of transactions of sales billing and shopper transactions data, your Company has built a strong Data Lake that marries information across the entire journey of demand generation, capture and fulfilment - leading to sharper, timelier and more precise actionable.” (HUL, 2021)

“Cloud technology is also being used to stream data from its production plants to use advanced analytics to drive greater machine efficiency.” (Apollo Tyres, 2021)

INDUSTRY WISE

Overall Banking Insurance NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

M H H H M M M M H H H H H M M M M

DATA - #13 Enterprise Analytics, AI, ML, IoT, and RPA Platform

DESCRIPTION ON THE GROUND

• Emerging technologies like Big Data, Analytics, AI, ML, RPA, IoT are gaining attention by enterprise tech leaders and developers alike

Description On the Ground

“With over 40 million interactions and our continuous investment in NLP Bots infrastructure, BFL is now transitioning to Voice Bots channels — and has already deployed more than 25 skills on Alexa and Google Assistant.” (Bajaj Finance Limited, 2021)

• Though many use cases are being deployed, yet most of the actions on ground are in the form of ‘point solutions’ to solve local problems

• The tech know how and the tools are being identified and learnt with each individual use case

• In order to support a broader and deeper use of these emerging technologies, a centralized expertise in the form of people, processes, and platforms is required

• Many enterprises are spending on creating CoEs and on new age platform tie ups spanning long terms

“Magma implemented Scienaptic (a leading AI-powered credit decision platform company) enabled an artificial intelligence (AI) /machine learning (ML) model for underwriting, collections and customer analytics. -- Implemented its proprietary digital under-writing algorithmic model called M-score, designed by deploying over 1 Mn data points spanning across 40,000+ customers across 71 cities and towns.” (Magma Fincorp, 2021)

“Big Data and analytics models across several business areas and built a range of AI-based capabilities.” (HDFC Life Insurance, 2021)

“Implemented Robotic Process Automation (RPA) platform for automating processes like invoice processing, gate entry and others.” (Hero MotoCorp, 2021)

“Introduced a robust automated data analytics system across our plants (MES and DCS).” (Asian Pains Limited, 2021)

“We have done successful pilots leveraging digital and Artificial Intelligence (AI) across manufacturing value chain of cement plant, thermal power plant, safety, mines etc.” (Ultratech, 2021)

“The AI-powered Cardiovascular Disease Risk Score API is an intelligent platform that can predict cardiovascular disease risk score in the Indian population. Over 200,000 people have been screened using the AI-driven API on Microsoft Azure.” (Apollo, 2021)

“SRL initiated the second phase of AI solution development engagement with Microsoft.” (Fortis, 2021)

“Big Data setup has helped in getting advanced analytics on various segments of Blue Dart’s operational process, Customer insights, and trends on volume/ revenue from different geographies.” (Blue Dart, 2021)

INDUSTRY WISE

Overall Banking Insurance

NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

M H H H H M M M H M M H M M M M M

TECH - #14 Business Continuity

DESCRIPTION ON THE GROUND

• Business continuity is an assurance to continue delivering products and services to the customers in the wake of threats such as a natural disaster, geopolitical situation like war, security breach, or wild card events such as pandemic that demands strict health protocols.

Description On the Ground

“This was ensured by deploying digital technologies for business continuity and strict adherence to working protocols to ensure employee health and safety.” (ABB Limited, 2022)

“Our teams leveraged innovative solutions and technology to develop virtual connections with customers, ensuring business continuity even during lockdowns.” (Cummins Limited, 2022)

• In business continuity planning, the process of creating systems of prevention and recovery in dealing with the potential threats to a company. The goal, in addition to prevention, is to provide continuity to the operations before and during execution of disaster recovery. Business continuity is the intended outcome of proper execution of both business continuity planning and disaster recovery.

• Scenario planning, frameworks, processes, technological solutions, trained manpower, regular audits and drills are essential components of business continuity.

• Data back up, DR site etc. are examples of technology readiness for business continuity.

“Periodic assessment of entire IT systems landscape and governance framework from vulnerability and penetration perspective through reputed expert agencies and addressing the identified observations in a timebound manner.” (Hindalco Limited, 2022)

“Our Emergency Response and Disaster Management Plan (ERDMP), PNGRB, Incident reporting System (IRS) and Evacuation Standard Operating Procedure ensure effective management of any disaster. Also, onsite and offsite mock drills are conducted to bring awareness and prepare for actions to be taken during any accident. At GAIL, a dedicated disaster handling team consisting of incident handling team and manages any disaster affecting the Data Centre at Sector-1, Noida. Our multiple systems and mechanism ensures business continuity like our digital initiatives, risk management plan, uninterrupted supply of goods and services related to both our core and non-core operations from our suppliers.” (GAIL, 2022)

INDUSTRY WISE

Overall Banking Insurance NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

H H H H H H H H H H M H H H H M

TECH - #15 IT Operations, Management, and Cyber Security

DESCRIPTION ON THE GROUND

• IT Operations and Management, IT Service Help Desk, Applications Performance Monitoring, Cyber Security and Cloud Management has a direct bearing on customer experience, both from availability and quality of service perspectives

Description On the Ground

“Implementation of Cloud Migration: Hybrid cloud strategy has been implemented for scalability in applications and systems, Today, over 87% applications are on Public and Private Cloud.” (Aditya Birla Capital, 2021)

• It entails use of IT processes automation to conduct daily routines and issue alerts, unified dashboards for continuous monitoring, and self managing and healing capabilities through the use of AI, ML

• Cyber Security is moving from covering the networks, data, data centers, applications, and end points

• Security Operations Center support continuous monitoring of threats and assessing effectiveness of the posture

• Managed Services bring in the right skills and processes that many individual enterprises may not have

“In its endeavor towards continual improvement in the IT operations and Service Management area, IT has adopted BMC- Helix service management tool through its One Tata Operating Network platform and is estimated to Go Live by June 2020.” (Tata Capital, 2020)

“Help Desk and AI bot created to provide continuous IT support.” (ICICI Lombard, 2021)

“Launched e-DRIVE, a digital platform developed inhouse, to transition tech-support activities traditionally involving high physical engagement to virtual medium using 3D viewer software and Microsoft tools.” (Tata Steel, 2021)

“Automated asset management process to achieve 95% asset accuracy with digitalised asset registered by integrating with Security Operation Centre (SOC).” (Tata Power, 2021)

“We established 24X7 Security Operations Centre (SOC). Our services are now protected with latest cyber security tools like Advanced Threat Protection, Security Intelligence Tools like SIMS, Data Leakage Prevention and Software Defined Network.” (Fortis, 2021)

“Internally we utilise various IT tools such as APMS, SAP and Mercury amongst others to help us achieve operational and business excellence resulting into tangible benefits.” (Adani Ports, 2021)

INDUSTRY WISE

Overall Banking Insurance

NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

M H H H H M H M M H M H M M M M M

TECH - #16 Modern and Cloud Native Infrastructure

DESCRIPTION ON THE GROUND

• It is important to appreciate the difference between being cloud native and being cloud based.

Description On the Ground

• Cloud native architecture is one that is designed specifically for applications planning to be deployed in the cloud, and microservices are an essential part of it. Cloud native is essentially about container-based environments. It is more about how applications are created and deployed, rathe than where.

• Cloud based architecture on the other hand is one that leverages cloud for the existing applications landscape or infrastructure needs.

• The cloud native journey is in early stages

• On the other hand, the journey to cloudbased architecture for applications, infrastructure, and development platforms is spreading from few to more industries

• Yet, the need is rather limited to ‘new developments’, ‘fringe applications’, or ‘augmenting existing infrastructure’.

“The Company is in the process of migrating its Application Programme Interface (API) stack to a more robust technology infrastructure to ensure minimal latency. This will integrate consumer facing interfaces like web portals, mobility applications and BOTs to a micro services architecture hosted on a platform as a service (PaaS) infrastructure. Also, the underlying database is being migrated from relational database schema to NoSQL database for scale and high user loads.” (Bajaj Finance Limited, 2021)

“The maturity of IT infrastructure has been improved through the combination of private and public cloud and use of colocation services.” (Mahindra and Mahindra Finance Limited, 2021)

“The Paperboards and Specialty Papers Division has also set up a state-of-the-art Next Generation Smart and Hyperscalar Digital and Data Infrastructure at its plants, to enable real time operations control, process optimisation and quality improvements.” (ITC, 2021)

“OTON (One Tata One Network) program as a part of its migration to a new cloud-based portal to be completed in CY 2021.” (Tata Chem, 2021)

“Upgraded existing CDOS to make it more versatile, fast, and cloud-ready for future requirements.” (Cummins, 2021)

“The Company moved ~85% of its servers to cloud over the last 3 years in one of the biggest cloud migration programmes in Asia.” (Tata Steel, 2021)

“The new journey that started with the adoption of cloudfor business systems will be expanded to manufacturing and operating technology data in a scalable manner.” (Cipla, 2021)

“Your Company has now moved well ahead with seamless integration of digital and linear media technologies, which no longer constitute separate domains. During the year under review, your Company moved to a new media architecture with hybrid storage attributes enabled with cloud and edge playouts and deliveries.” (Zee Entertainment, 2021)

INDUSTRY WISE

Overall Banking Insurance NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

M H H H M L M M M M M M M M M M L

TECH - #17 Open Market Applications Architecture

DESCRIPTION ON THE GROUND

• Serving a customer digitally requires not just an enterprise but the entire ecosystem consisting of partners, distributors, and start ups and developers to be in synch. Even the customer must be on boarded on the digital platform for a seamless service delivery.

Description On the Ground

“Today, we have a robust digital ecosystem across our Protecting, Investing and Financing businesses. Our digital-ecosystem partners include leading Payment Platforms, Travel and Leisure Platforms, E-Commerce Platforms and Financial Services Aggregators.” (Aditya Birla Capital Limited, 2021)

• This requires an applications architecture that allows for their easy integration with the platform.

• While BFSI, and other digital driven enterprises like Blue Dart, have taken the first steps towards embracing an open applications architecture, the journey is yet to evolve.

• Over time, we will witness them undergoing massive transformation in their applications architecture based upon microservices

• API Gateway is an important service that makes it easy for developers to create and publish secure APIs. The APIs will act as a front door for applications to access data and business logic. It also takes care of authorization and access control. Developers use API Gateway to invoke different serverless functions for different API calls.

“Bank has been at the forefront of digital transformation, investing in multiple areas keeping in view the longterm perspective of making the Bank future-ready: 1. Modernisation of architecture and APIs through microservices, 2. Refreshing of the application stack.” (Bandhan Bank, 2021)

“Company has initiated the digital transformation journey and adopted open architecture on Public Cloud for its application landscape.” (Bajaj Allianze, 2021)

“Launched API 2.0 platform to partner born-in-cloud digital companies to distribute insurance products. VPN and private cloud activated for customer data security.” (ICICI Lombard, 2021)

“Application programming interface (API) based solutions for our customers have been enhanced for exchanging manifest at detailed levels to ensure an automated and seamless supply chain, from pre-pick up till post-delivery; inclusive of collections.” (Blue Dart, 2021)

“ZEE5 has partnerships with Multiple players in the digital eco-system like telecom operators, e-commerce companies, travel and hospitality players, and e-wallets, which enable ease of access and payment for the consumers.” (Zee Entertainment, 2021)

INDUSTRY WISE

Overall Banking Insurance

NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

M H H H M L L L M L M L L M M M L

TECH - #18 Agile Development and Automated Testing and QA

DESCRIPTION ON THE GROUND

• Agile Methodology involves continuous iteration of development and testing in the SDLC process

Description On the Ground

• This software development method emphasizes on iterative, incremental, and evolutionary development

• DevOps is a culture that promotes collaboration between Development and Operations Team

• This allows deploying code to production faster and in an automated way

• Agile and DevOps are gaining ground in BFSI industries, yet to gain momentum in other industries

“• Transition and planning management • DevOps –Automation of all possible IT services • Test Automation capabilities • End-to-end Managed Services • Application Modernization • Launched Mobile Ticketing • Mobile-based inspection app called ‘SQAD’ implemented • Fully automated product costing system • App Customer Connect developed.” (L&T, 2021)

“Company has invested in tools, technologies and practices for robust and expeditious ‘Development-toOperations’ (DevOps) implementation to enable delivery of applications and services at a high velocity. Significantly strengthened its requirement discovery process; and also introduced visual designs, TechOps KPIs and advanced QA automation.” (Bajaj Finance Limited, 2021)

“Created a detailed and dynamic digitization plan with adoption of Agile delivery which is being executed in a systematic manner to provide new user customer experience.” (DCB, 2021)

INDUSTRY WISE

Overall Banking Insurance NBFC Auto

Manufacturing - Discrete

Manufacturing - Process

Metals and Mining

Oil and Gas

Power and Utilities

Retail CPG Pharma

Hospitals Media

Logistics and Supply Chain

Infrastructure & Construction

ABOUT

Coeus Age > Team

We are a fast growing research and consulting organization that is continuously developing actionable insights for the business and government leaders to help them build value amid digital disruption. Coeus Age has completed 10 years in 2021, a decade marked by collaboration,hard work and innovation. www.coeusage.com www.maximumgovernance.com www.leaddding.com

Best of Tech 2023

Analysts’ Team

Dr. Kapil Dev Singh Founder & CEO, Coeus Age.

He has more than two decades of rich experience and has headed IDC in India for close to eight years as the Country Manager. He has been tracking the ICT industry for 25 years now.

Dr. Singh is currently spearheading path breaking research on digital enterprise and new technologies. He is passionate about driving a new discourse among the contemporary business leaders on managing business in the digital age.

Dr. Singh is an engineer, and an MBA. He is also a doctorate from Management Development Institute, Gurgaon, India. He regularly writes blogs and articles, which are read by business leaders across the globe.

Dr. Kapil Dev Singh has authored several books, including – Looking Inward, CIO Leading Change, The Platform Edge, LEADDDING, 41 Gems of Digital India, THRIVING IN A DATA ECONOMY, 51 Gems of Digital India, and The Growth Planner.

Aditi Agrawal Research Analyst, Coeus Age. Aayushman Singh Research Analyst, Coeus Age.

Satyam Mourya Research Analyst, Coeus Age.

www.coeusage.com