For me, who heads our Digital Enterprise group at TCS. Over to you Satya. Yeah, thank you. Thank you, Kedar. Good afternoon, ladies and gentlemen. It's a great pleasure to be here in front of all of you today talking about the next level of leadership in digital. I am Satya Ramaswamy. I heard the digital enterprise unit within TCS We work exclusively on digital technologies. And help our accounts through the various issues and their customers in their digital journey. I have done two startup companies before I joined the TCS. I'm really enjoying the entrepreneurial culture of TCS here today and it is definitely a great pleasure to talk to all of you. It usually takes about a day minimum to talk about all the things that you're doing, the case studies and so on. Obviously, they will not give me a day, so I'll have to do within 15 minutes, but let's see how well we can do this. Just looking at my own personal experience, I was lucky to see all the key digital forces coming to life. Back in 1996, I was part of developing the first digital phones for a company called Motorola. Then when I did my first startup company, I was one of the early users of the Amazon cloud eased to and three system in 2006. Then in my second startup company we were using Twitter from within the stores and actually people used to ask what is Twitter those days? And likewise, in 2008, we were one of the early users of the Hadoop Big Data system in Silicon Valley. Along with Yahoo and other people. And so today I'm based out of Silicon Valley where we are headquartered, the digital enterprise unit. And it gives us a great vantage point in looking at what's happening in the digital field and essentially do what they call as an innovation arbitrage, take all the great things that the Internet companies are doing and then bring it to our customers around the world. And like Chandra mentioned, we have an unparalleled strength in terms of the depth and breadth of what you're doing in digital space, more than 50% of our customers are. Engaging with us in the digital, which means that it's literally hundreds of customers, We have done literally thousands of engagements in digital and all that gives us enormous strength and capability to correlate happenings in one industry and take it to a totally different industry and in general understand very practically what is going on in the digital field. Not only that, but we have done, invested and done very extensive research into digital, what these technologies mean for many different industries by talking to top level executives of literally hundreds of customers around the world in many different industries. And the last one we published was on the IoT space. We called the Internet of Things the complete Reimagination force. We are super excited by IoT in particular and. And got a lot of great reviews including the comment from Fortune 32 and Chief saying that it is a must read in the space, which we believe is a great corner. And the point I'm trying to make here is that we understand the digital space very intuitively and very exhaustively. So there is nothing happening in this field that we are not figured out yet. And if you take a look at Chandra talked about the digital 5 forces concept we came out with about three years ago. And if you break that down into many different offerings, you know you can get about 9 core offerings. Obviously, this is not exhaustive. There is a lot more in terms of digital offerings that we have, but the really core ones we call the Nava Ratnas are the 9 gems. And if you take a look at each one of them, very exciting things are happening. If you take creative design, the whole concept of personalized design is becoming very important. And if you take mobility, that iOS and Android ecosystems are still evolving very furiously and the indoor location is really catching on. And even the TV is a consumer computing platform is becoming very important. So today in our Digital Reimagination studio, we are developing the entire banking experience on the TV because there is a new ruling in the United States. That the TV set-top box, the consumer can buy from anyone, not just from the cable provider and that we believe is going to lead to a lot of innovation in that space. And likewise if it takes social media, gamification is very important. And then if you go to other areas such as the digital marketing, the Omni channel concept and marketing cost channel has become very important. And big data space, you know, way back in 2008, you know there are only a few of us talking about big data. In fact, we never used the term big data. But today Hadoop is mainstream in every enterprise that we encounter. And more importantly, apart from this traditional batch mode of functioning, today it's all about stream and real time and in memory processing, affording enormous speed and velocity to the decision making available today. And then Internet of Things, we truly believe it's a complete re imaginative force capable of reimagining entire companies and it is also becoming an ecosystem player only, right? So no single company can gain dominance in IoT. And truly, we truly believe in the power of the ecosystem when it comes to the Internet of Things. And likewise, if you take cloud, cloud starting from 2006 to what it is here in 2016, cloud is becoming truly mainstream and the predominance of the hybrid cloud and in many of our engagements today as opposed to what we had just two year, one year ago, machine learning and artificial intelligence is becoming a very important component. And then if you take robotics for example, one of our customers who is a great auto manufacturer, we are helping them develop what is called a snake robot, something that will go and charge this electric car when you come and park this electric car in the home. So all these things are really happening and the great thing and the point I would like to make is that we are really in the middle of this changes. We understand what things are happening and more importantly because of our diverse customer base, we tend to work upon these engagements very early on. Right. So the spectrum of our customers, not every customer is identical, but we have a whole number of customers who really the cutting edge and it allows us to do the cutting edge work very early on. And if you take those literally thousands of engagements, you are done for these hundreds of customers. And classify them depending on the type of impact and the nature of these programs, we essentially 33 categories. The first category is what we call as digitalization. So that is essentially taking a physical business process and going to digital, right, so maybe a paper and pencil business process and then making it into a digital system using tablets for example. And then the next category of initiatives, slightly more mature is what we call digital transformation and digital transformation. Basically involves transforming the channels, right. So going from the 1990s here websites to the more modern adaptive responsive web design or adding a mobile channel or adding the social media as a channel for offerings or like you mentioned, even using TV as a channel for many of the applications that are possible. But these two things, the digitization and digital transformation are what we call as incremental innovation and the very pinnacle of digital initiatives, maybe about 20% of initiatives today, but growing is what we call as digital reimagination and that is what. You're most excited about because it's truly disruptive innovation. And Chandra talked about this a bit earlier. Essentially, Digital reimagination, we came out again about almost three years ago. We came out of the concept. And today in the industry, the concept of digital Reimagination and the framework surrounding that is considered as a gold standard in the industry. And by Digital Reimagination, we essentially mean taking those Digital 5 forces we talked about, which is mobility and big data, social cloud and machine learning and robotics, and using that to reimagine an enterprise reimagining. Meaning, creating something that is fundamentally new that never existed before in essentially 6 areas. Creating entirely new business models that never existed before. Or creating entirely new products and services that never existed before. Or creating customer segments in a way that was never imagined before. Or creating fundamentally new channels for offering the products and services. Or creating business processes. Or rewriting existing business processes in ways that have never thought before because now it's possible. Using the digital forces to reimagine that. Or. Completely reimagine the workplace itself, the place where we come and work and be reimagined in its entirety. So taking a look at some of the examples of the work that we have done, again, business model innovation, let's take it as first one. And as we all know, the business model in an industry evolves over a long period of time and it reflects the balance of power in the industry between the firms in the industry, the suppliers to the industry, the customers of the industry and so on. And it's usually very difficult to change. But if you can change the business model in industry, you get a very dissimilar advantage, right. And that is what digital Fifos are enabling. Do by a variety of triggers, right. So one of the most powerful triggers that we see is data transparency where data was not available before or simply not possible to process before. And that's the key thing that these things were simply not possible for years ago, right. And that is possible now because of the use of mobility and big data and social media and cloud. Now it is possible to use this data to completely change the business model. As an example for a North American insurance company, we help them reimagine their auto insurance business model. And traditionally the auto insurance business model is very gross segmentation based, right. So you have this good drivers and then you have this bad drivers and maybe a few variations in between. And some of these segments like 15 segments are considered as bad segments from the get go, right. So you get the bad premium regardless of how you drive and how what you do. So we help this particular customer by coming out to the product that we developed called Go Safe and essentially it used the mobile itself as the telematics device. So that's the beauty of it, right. So instead of investing 100 dollars, $200.00 per customer. And you can just multiply by millions and how big it is. Just using the mobile phone or the customer itself as the telematics device and using the sensors on GPS, the accelerometer and the compass, we were able to accurately profile the driving pattern of the driver. And just imagine using only the GPS data alone, we were able to create 80 different variables of the performance of the driver and then add to that the accelerometer information whether you are breaking too fast or whether you are turning. So sharply and so on and then obviously add on to that the distance driven etc.and correlate that to the weather information. Now we can characterize the driver very accurately and in return for offering the data from the device the customer essentially get their premium that is more accurately tied to their way of driving. But what is more significant here is the traditionally the insurance is considered as a low touch industry that is you subscribe to the insurance and hope you never use it and then the next touch point. Comes out to six months after the first insurance bill comes. But in this app, the customer is able to connect to the customer almost on an everyday basis, right? And that is a very powerful change. And next the case that Melinda also talked about the case of a large engine manufacturer and by helping them use the pervasive computing device attached to the engine and be getting the telematics information out of that and analyzing it almost in near real time, which is not possible before again. We were able to help them predict failures 5 to 6 hours ahead of time instead of waiting for the check engine light to come on and you just pull over the side. Now the driver knows that six, five years, five hours down the line the engine is going to fail. And we also send them a link with when they click on it, they Google map opens and you can tell go to this particular service station to fix this engine and think about the experience change, right. So apart from helping this company create an entirely new service line and therefore revenue stream that is not. Possible before now you are changing the experience of the customer with the particular company and what was even more powerful was that this particular program. Eventually, even though originally it was started in the customer service area, it got adopted by the product designers because the data that is coming from these engines was so powerful that it actually now helps them design better engines and so on. So that's the power of using big data and the sensors. Now next consider this particular case of reimagining the customer segments. So this customer was a CPG customer in North America and they usually sponsor the NFL teams, the National Football League teams and they traditionally used to do marketing without knowing exactly what how to do this pending. But what we did was to help analyze the Twitter feeds of all these fans of these teams and we were able to characterize the profile of the individual fans of these teams. So now the CPG company knows what is the real profile, the demographic profile, the economic profile and what are the products of this particular company that consumers usually prefer, which are the retail establishment that they go to, for example. And also determine whether these fans are true loyal. Plans to support the team and they win or lose, or they're fair weather fans, meaning they support the team and they win and then they abandon them when they lose. Now armed with all this information, this company is able to do marketing at a very granular level and get a much better return on investment on the marketing dollars. Then this case study again reimagination of the channels, I think it is very inspirational. Simply because in the traditional ecommerce days, the great thing was the seller got replaced by the machine. So in this case, actually the buyer is summation, right? So we help this company, which is a printer manufacturer, remembered sensors so that you can detect that the printer is running low on ink and then once that happens, based upon a prayer agreement to the consumer, the printer automatically orders, connects to the ecommerce engine and orders the ink, right? So in comes to the door and think about that, right? No one is complaining that oh, I didn't get the order of the ink. Right. So it created enormous value for the customer as well As for the printer company as well. And again, the difference is the experience that they gave to the customers. This particular case study on reimagining the business processes is from a major cargo handling equipment company in Europe. And they operate this big port equipment and the very remarkably not only in this industry but in many other industries. And the point here is that there is a tremendous opportunity for revenue growth in the digital space because the world is full of physical business processes, people actually going and checking the pressure, the vibration and the temperature and then filling out forms and these forms taking place and place to get into the system And for this particular port operator we are helping them with. Embedding Internet of Things sensors and the ability to process this massive amount of data almost in near real time to get a very accurate view of the status of this port equipment that allows them to make use of these things much, much better and more efficiently. And finally, this case study is about that of a major oil and gas producer. And the remarkable thing here is that the impact of digital is not limited to the traditionally digital industries such as banking and so on. But this particular industry is as far as it gets from the digital space and we help this particular customer create a system which was gamification of the part ordering system. So traditionally the workers in this company order parts, you know simply. Based upon what they like and don't like. And whereas these parts become obsolete if they are on the shelf for too many, too much long. And we created a gamified experience that incentivized the workers of this firm to actually order the parts that may become obsolete soon. And then give credit to them in terms of a gamified system and eventually tying it back into the HR system so that they were incentives to go and order the parts that were otherwise would have become obsolete. And this resulted in millions of dollars in savings in terms of parts that were that were ordered or not. Or rather. And all of this, why it is so important and why this is a CEO level and board level discussion in many of our customers is because all of this creates true value for the enterprise. So by looking at fundamentally new business models and by creating new products and services, you create new value for the company we call the data equity. And obviously by looking at customer segments and fundamentally new ways and going from the gross segmentation to the individual segmentation and by reimagining channels, you are essentially creating new marketing value for the company, we call it as a brand equity. And then by working on the business processes and reimagining the workplaces, we create essentially new value from the people of the company. You call people equity, right. So if you Add all of that together is what we call as enterprise digital equity and This is why you know the CEOs and the boards of top customers are interested in doing digital reimagination because it delivers true value for the enterprise as a whole. Now, what is happening next, right? So one thing that is truly emerging in the last three years after we came out with the original Digital Reimagination framework is that we are seeing a fundamental shift in the market. So in the olden days, it used to be the hardware economy that, you know, you had this agricultural economy which then after the industrial revolution became an industrial economy. But then everything was all about hardware, right? So instead of Bullock carts, now you're using a steam engine and you can actually touch and feel a steam engine and see what it is like. And then it became a software driven economy, right? So in the knowledge economy and the Internet economy, it was the software which had a lot of new value. And you obviously cannot see the software or touch it, but this you can actually see it, right? You can just go and look at the code and you can see the that's sitting there. But where it is all going, and this is simply a function of human evolution, that human societies are getting good at doing things over a number of years. So today if an airline operates, it is expected to go safely from point A to point B and airline cannot say that I can fly the planes safely from point A to point B and gain PowerPoints there. Every airline is expected to do that. So every bank is expected to make sure that whatever money you put in there is accounted for correctly. So there is no credit for doing that and that is why. The operations of many companies are becoming so standardized and you cannot go wrong there. You have to perform well in the basic operations. But where the difference is coming is in the experience that you provide to various stakeholders in interacting with the company and why it is such a big deal. Because in the hardware economy you can see what made the difference, you can see it in front of you. In the software economy you couldn't see it, but yet you can see it in one way. But in the experience economy, it is all in the minds of people. Right. So it is all the perception that matters and digital is impacting the experience of various stakeholders very powerfully and we call that as the enterprise experience. And there are four key stakeholders, the customer experience, everybody knows, right, very important and digital is an important part of that. But equally important is the employee experience. And we ourselves are spending a lot of initiative to create a better employee experience using digital. And obviously the investor experience is very important, the experience that we give to the investors. And also the ecosystem experience. Today there is no industry that can survive on its own, a company right. It has to work with the ecosystem and the experience of the ecosystem is important. And together we call that as the enterprise experience. And we truly believe that the Digital Reimagination framework that we came up with now is capable of adding one more component, we call the enterprise experience. And in fact, it was becoming a critical component of the Digital Reimagination initiatives. We told you earlier that we are working with a lot of ecosystem partners. So in the digital space we are working with about 100 plus partners. Lot of them from Silicon Valley and they love to work with us and for example take the case of Intel, Intel is investing heavily into the IoT space and you know they say they are excited to work with us and likewise cloud or another pioneer in the big data space. And likewise other partners like EMC and Databricks who are working with us in various areas. Convey the excitement of working with us because of the value that we generate for them. And more importantly also is you in the concept of perception. Industry analysts have been doing a number of studies of the industry and. We have been consistently coming as the leader in the digital space in practically all of the analyst reports where you have featured and I am glad to say that only couple or so of global players have given us company consistently in all these reports in the latest quadrant and that is no the very significant achievement, right. So it is very hard to do that. And where do we go from here? So we truly believe that when enterprise experience is an important component, the model of engagement. In Our own industry has to change and therefore what we have done is to create what we call the Digital Reimagination Studio Studio in Santa Clara and California. So first starting with the space, we have created an artistic and top of the line space that is exciting and we have had top notch Internet company talent to come work in that space. And the teams are creative LED teams, right? So as opposed to the traditional engineer LED teams or strategy LED teams, these are creative LED teams because to do digital reimagination you would look at things in a fundamentally new and innovative way and creative teams are best in doing that. And also the deliverables are meant for consumption of the CEO and the board, right. So we do have design studio, the traditional design studios, but this is very, very different and very unique. And we are glad to say that we have been able to hire very top quality talent from around the world. We have folks there working from the US We are from Germany, from Spain, France. And India and Brazil right does an example and they come with background in companies like Apple, Google and Frog design working in BMW design for example and even an Emmy nominated which present as part of this team, right. So the point I want to make here is that in TCS we are able to hire the best top quality talent from Silicon Valley from even Internet companies. And the deliverables is very important, what comes out of this studio. And again, this is very different from the traditional design studios, intellectual property, So all the prototypes and things surrounding that and the business case for the CEO and the board, because a lot of the Digital Reimagination initiatives need the support of the top management of these companies and we help them with that and obviously we'll have working prototypes. So it's not just theory, but we have real working prototypes done by engineers and the design teams and also an implementation plan which we then can go and leverage and do that. So that is the direction we are headed And again, thank you very much for the opportunity. And just for information, this particular presentation was done using one of the TCS products called TCS Dream up.