US Patent ASN 13/151,889

India Patent App. No.

1722/MUM/2010

The Great Company Wheel

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Innovation is the key to

Greatness
Sapience Analytics
www.sapience.net
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Success Cube for an individual

Superstar

Engagement

Team
Player

Star

Wrong hire

Wasted
Talent
Innovation

Excellence
(Capability)
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As a Company: Beware of Future

Shock
We dont like their sound. Groups with
guitars are on their way out. Decca
Recording Company executive, turning down the
Beatles in 1962

There is no reason for any individual to

have a computer in their home. Ken
Olson, President of Digital Equipment Corporation, 1977

"Apple is already dead. -

Nathan Myhrvold,

former Microsoft CTO, 1997

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Why Companies must

innovate
Lifecycle

Change the game

Every product and service has a typical lifecycle

Steady growth eventually leads to decline
Technology disruptions and new competition are
threats
Re-invent yourself at the right time

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Types of Innovation

Idea: Leap of Imagination (1% inspiration)

Innovation: step by step execution (99%
perspiration)
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Examples of Innovation

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Innovation @ Clarice Technologies

Company was new, and
Usability Services from
India is not a known
capability
Took new approaches
Revenue Sharing model
based on app downloads by
users
Revamped existing UI at
their cost, and won business
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Revenue Share model with Corel

Transforms your
iPad/iPhone into
a portable art
gallery
Watch your favorite
pictures morph into
stunning paintings
Share over
Facebook, e-mail

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UI transformation for Quick Heal

Consumerizin
g the user
interaction
simple,
intuitive &
non-intrusive
Role:
Information
Architecture &
Detailed UI design
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Before
After
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Innovation @ VERITAS
VERITAS Software (1992-2004)
Startup to $2.5 billion in 11 years
Acquired by Symantec in 2005

VERITAS in Pune
Outsourced to a vendor Frontier Software (1992-96)
Own subsidiary VERITAS India (1997 onwards)

Why Innovation @ VERITAS Pune?

Subsidiary is often seen as a cost center
VERITAS Pune decided to become an equal value
partner

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Innovation @ VERITAS
Technology Innovation Strategy
Encourage innovative effort 20% beyond 8 hours
Combination of senior architects and new hires (IIT M-Techs)
Define idea, own the prototype implementation,
demonstrate when US VPs visited India
Examples: new features in file system, porting to new
platforms (Volume Replicator to Windows), transformation to
web UI (Netbackup)

Business Innovation Strategy

Hired Usability experts, Technical Support, Technical Writers,
Product Managers under one pretext or another
Scaled these functions to create a rounded product
engineering team
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12

Impact @ VERITAS
Impact @ VERITAS
High retention rates (< 2% attrition between 1999-2003)
Converted diehard opponents of outsourcing (e.g. Netbackup)
Grew rapidly from 40 engineers and 2 teams in 1999 to 600+
engineers and 16 teams by 2003
22% of worldwide engineering

2002 was a turning point

VERITAS initiated a patent program in 2001
By end 2002, VERITAS India was the source of 30% of patents
filed
CEO termed VERITAS India as the companys business
differentiator

Today
Over 60 ex-VERITians are entrepreneurs, CEOs, VPs at early
and growth stage companies
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Measuring Innovation

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Innovation Initiative
Based on an initiative at Symphony Services by one of the
founders
Lack of innovation at most Indian IT companies and subsidiaries
Do what the customer asks to do
Cost center or Time & Material contracts
No incentive to encourage innovation

Key Principles
Differentiate Innovation (the unexpected) from Delivery Excellence
(part of the job for a competent team)
Define a system of Innovation Points (IPs)
IPs awarded increase exponentially as ideas actually get implemented
IPs depend on the impact of innovation (moderate, high, gamechanging)
Include the customer in review of the innovations

Similar approach possible for Delivery Excellence (but separately)

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Infrastructure
Visibility through Innovation Portal

FAQs, program repository, filing of ideas and innovations, award IPs to users
Innovation statistics at user, group, location, business unit level
Chinese wall between groups to protect customer IP
Differentiate customer specific and non-customer innovations

Participation

Senior Exec (VP level) to drive the program

Appoint Innovation Mentors in 1:20 ratio (technology gurus and not seniors)
Embed innovation theme into the corporate messaging
Monthly email listing participation, IPs granted to create competition

Rewards
Accumulate IRPs awards at various thresholds, and eventually title of
Innovator
Quarterly Project Group awards for highest Innovation Intensity (based on
both aggregate IPs and # employees in the group)

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Impact @ Symphony
Energized the entire company
Discovery of previous innovations (surprised even senior
management)
Showcasing innovations (helped in Sales)
Surge in out of the box thinking for customers
Customer Delight scores noticeably higher
Improved employee retention
Alternate career path for highly technical people

Today: Symphony calls itself as a Software

Innovation Company

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Engagement @ Work

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Output @ Work is critical for the

business

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How to improve Work Output

Output = Capability x Engagement x Efficiency

Capability

Engagemen
t

Efficiency

Reasonable Work

Time
Work-Life balance

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Typical Day @ Work

X hrs
hrs on
on Important
Important Work
Work ++ ??Y
on non-core
??
Non-core
work

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+ Z
?? Non-work
Non-work hours

Business Need: Collective Effort

Assigne
d Work

People put in
Time/Effort

Done
?

Time/Effort powers the business, yet it is hidden

We can only track the outcome (deliverables,
revenue/profit)

When outcome is below par?

We react: change staff, improve process, cut expenses
Timesheets dont work, KPIs have limited value

Real problem is not being addressed

Effort Leakage, Idle Time, Distractions
People Engagement at work cannot be measured
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Measuring
Engagement,
and more ..

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Sapience Automated Enterprise

Effort

Sapience Server: SaaS or OnPremise

WAN/Internet

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High Impact, Quick Impact

People
Engagement

Project
Efficiency

>
20%
Out
put
Gain

Overall Efficiency

Before Sapience
Deliverables tracked, but Effort is hidden
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Time on Work matters, not Time in

Office
Office time: 7-10+ hrs
Average Work Time: 5.5-6
hrs
Average On-PC: 5-5.5 hrs
Top 20% v/s Last 20%:
< 1 hr more time in office
> 3 hrs more on work

Activity Focus
< 40% on core activities
Outlook, meetings take up
lot of time

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Gain Productive Time

Managers
can view
aggregate
output
Steady
gain in
work hours

Users can
view longterm trends,
reports and
alerts
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People Engagement
Encourage team
to increase
work hours

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Time Profile: identify anomalies

Time Profile for
Poseidon
Period: Mar 01, 2011 May 31,
2012

Accounte Time on On-PC Time Off-PC Time on Time on Daily Est. Unaccoun
d Time
Projects on Projects Time on Corpora Private
Time
ted Time
(A = B + E (B = C +
(C)
Projects
te
(G)
+ F + G)
D)
(D)
(F)

Ideal
8.0
6.5
6.0
0.5
0.5
1.0
NA
NA
Average
7.7
6.9
5.8
1.1
0.3
0.5
9.4
1.7
Sunil
9.3
8.4
7.9
0.5
0.4
0.5
9.3
0.0
Poonam
9.5
8.8
7.4
1.4
0.5
0.2
9.7
0.2
..
8.1
7.7
7.3
0.5
0.1
0.2
11.2
3.1
..
8.0
7.5
6.6
0.9
0.1
0.3
10.0
2.1

7.7
6.6
6.5
0.1
0.1
1.0
9.0
1.3

7.7
7.2
6.2
1.0
0.2
0.3
9.0
1.3

7.6
6.9
6.1
0.8
0.1
0.5
9.2
1.5

7.0
6.6
5.5
1.1
0.2
0.2
8.4
1.4

7.1
6.3
5.4
0.9
0.3
0.5
9.9
2.8

7.3
6.4
5.3
1.1
0.1
0.7
10.1
2.7

7.4
7.0
5.0
2.0
0.2
0.2
8.7
1.3

6.7
6.4
5.0
1.4
0.1
0.3
8.8
2.0

7.6
5.8
4.8
1.0
1.3
0.2
9.4
1.8

8.0
6.1
4.6
1.5
1.2
0.6
11.3
3.3
Ravi
6.9
4.6
4.6
0.0
0.0
0.8
8.5
1.7
Sundar
8.0
6.1
4.2
1.9
0.4
1.6
9.1
1.1
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Covey Quadrant: Important versus

Urgent

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Improve Activity Focus

Improve
Development
time to 50+%

Enhance Effort qualitatively by shaping

Activity Mix
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Application Usage

Top 3 apps ok?

Can % time on
Skype be
reduced?

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Role-wise Activities

Sr. TLs spend

2x time on
Dev
compared to
TLs!

Activity Mix changes dramatically based on roles in the company

examine areas of improvements possible

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Activity Comparison by Role

Test Execution: Trainee Engr is at 44%, but low at other levels

(14-23%)
Communication, Browsing is high: >25%, >12% for most roles
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Optimize Capacity Utilization

Spot underutilized
teams

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Sapience: benefits all levels

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Great Company Wheel

Encourage disruptive models

Continuous Improvement
program

Innovati
on

Excelle
nce

Engagemen
t
Work-life balance

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Thank you for your TIME!

www.sapience.net

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