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Announcing the Working Group on IT Security

siber640e_0With the growing penetration of technology, Internet, and digital medium, there is an increasing need for protecting critical infrastructure of the country. If compromised, these infrastructure can bring down the entire nation to stand still. With the nation going Digital India and the Prime Minister himself talking about security frequently, and challenging Indian citizens to create products that will server the nation and the world, we at iSPIRT are taking this
opportunity to create / develop / nurture the IT Security products, entrepreneurs involved in it, and product companies in the country.

We see a great opportunity for budding entrepreneurs to take this challenge and develop new products, small companies to find their niche and create a larger market for themselves, medium size companies to scale and become bigger, and large companies letting their employees to contribute in their individual / expert capacity. Keeping
iSPIRT’s vision in making India a Product Nation, we have created a Working Group on IT Security. We hope to get the support from all the relevant stakeholders. You can find more details about the program here.

Initiative Co-Hosted by Bikash Barai{iVIZ} & Ponnurangam Kumaraguru (PK) {IIIT-Delhi}

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Product Management for Startups and Understanding Growth #Playbookrt52

It was a rainy Monsoon Delhi day with heavy downpour, traffic jams and water logging but these couldn’t keep a bunch of entrepreneurs from making it in time to the Product Nation Roundtable focused on Product Management and Growth Hacking.

Led by Round Table veteran who has done it all and scaled Slideshare to great heights, Amit Ranjan, the excite bunch got together in the lovely office of Posist.

The round table kicked off with discussion around Product Management with Amit discussing his learnings and unfolding carious aspects around it step by step.

He defined Product Management as the function that manages the product life cycle through activities like planning, forecasting, production, marketing and has flavours of engineering, design, sales, marketing, data etc.

No matter what the stage of the company is, Product management is relevant, it is carried out by Founders is small startups (say less than 10 in strength) and then there are multiple product managers in big companies.

Important takeaway: “A Product Manager should be the CEO of the product” – Amit Ranjan

443b5ffef7b5079d7b20822404fd3124“A great product manager has the brain of an engineer, the heart of a designer, and the speech of a diplomat”

The group further analysed many examples of startups such as Uber, Twitter, Slideshare etc. around a model shared by Amit depicting 3 pillars of Product Management which are:

  • Vision
    • align org goals with market conditions & user needs
    • ‘get’ the pulse of the product (think movie directors)
  • Design
    • give shape to the product: feature mix, user experience
  • Execution
    • work with engineering, quality, marketing to deliver

However, a common issue cited by many founders was the issue of making the right hire for such role. The group identified and discussed the various aspects that must be considered while making a hire for the role :

  • Strong product sense/instinct
  • Carries multiple points of views
  • Communicates clearly
  • Simplifies & prioritizes
  • Measures & iterates
  • Understands good design
  • Writes effective copy

The second half of the Round Table was focused around Virality and the art of Growth Hacking with Amit sharing many interesting anecdotes and case studies.

Amit defined Virality as “Marketing built into the product…if the product is viral, it will market itself.

It is different from Word of Mouth, Marketing, Buzz etc and is simply the ability of the product to spread on its own. The role of a Marketer is to enable the product to do so and leverage different mediums to do so.

In Slideshare’s case, it was widgets that worked out very well for distribution. Amit emphasised to a great extent the importance of cracking and working on distribution right from the get go. The ideal scenario of working deeply on product (engagement) as well as channels (distribution) is hardly realised. It is a call that the entrepreneur has to take and has its own pros and cons. In Slideshare’s case, the heavy focus on distribution instead of deep diving into product development to a greater extent helped them erect barrier against new competitors/clones who tried to differentiate with added media support but could not pick up. As a negative, Slideshare faced issues in motivation as it never made users compulsively log in or create deeper engagement on the platform.

1e742688c80a7e0d19ccbafabe8ee071Amit emphasised the importance of tracking the product’s viral coefficient which is the number of additional members every new member brings. It should be greater than 1 for the product to become viral.

Viral Growth

The participants at the Roundtable were:

  1. Ashish Tulsian @posist.com (Host)
  2. Shashwat Srivastava @iflylabs.com
  3. Saurabh Arora @airwoot.com>
  4. Siddharth Deswal @wingify.com>
  5. Rahul Batra @getwalkon.com>
  6. Sujan Deswal @adpushup.com>
  7. Ankit Singh @aprogift.com>
  8. Amir Moin @contify.com>
  9. Sudhanshu Aggarwal @fizzysoftware.com>
  10. Amit Ghasghase <[email protected]>
  11. Mrigank Tripathi @qustn.com
  12. Udit Sajjanhar @splashmath.com

Founders share their own growth hack stories and channels’ learnings. For majority, in the B2B scenario, content marketing has worked well to boost the acquisition and few discussed the idea of generating leads from fake Linkedin profiles!

Amit cautioned that one should always be looking out for new channels as a channel that’s working for you today will saturate soon.

The group got some great insights and takeaways to implement from product management and growth’s perspective. Ashish’s hospitality at Posist with amazing Cholley Bhature was cherry on top of the cake

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#ArthaSiddhi: Imparting life skills and effectual skills to pre-entrepreneurs…

2 week back, Rohan, Madhav, Milind and I graduated successfully from a first of a kind program, called ‘ArthaSiddhi’. This activity based program was conceived with the intent of imparting life skills to pre-entrepreneurs. The objectives of the program were to get participants to understand what it would take for them to embark on the entrepreneurial journey. Further, through various activities along the course, the capabilities of participants were assessed against the necessary and sufficient entrepreneurial skills that are required to start up.

Manjula, Prasanna and Rajan, the iSPIRT anchors of this program co-created these sessions under the guidance of Prof. Saras Sarasvathy. The course was designed based on the principles of effectuation, which is a way of thinking, discovered through scientific research, used by expert entrepreneurs to build successful ventures.

This program was very different and effective from the many offerings and public information that exists related to pre-entrepreneurship. This program was about participants getting aware about the process of entrepreneurship and intrinsic skills that would help entrepreneurs navigate the difficult situations. There was accelerated learning on many aspects of entrepreneurship, the key ones are highlighted below:

Examination of the behavioral side of yourself – to assess your readiness to take the entrepreneurial plunge

The first session of this program began by asking the participants to obtain INR 1000 from a third party, by convincing that person to support the participant on their entrepreneurial journey. This exercise led to discovery of one’s abilities and inhibitions as participants reported of different experiences in their attempts to complete this activity. The effectual principle of bird-in-hand was explained at this juncture, enabling the participants to discover who they are, what they know and whom they know.

Madhav, one of the successful graduates says that when you are asked to raise money from strangers whom you don’t know, when you attempt asking them and when you actually ask – all these chain of events provide a very different experiential insight about you as a person, which you have never realized. It makes you look back into you as a person (character), help you identify, acknowledge and mold your outlook as per your need. It was just the challenge of experiencing uncertainty and trying to cope with it. He further states that this course has helped in various explicit areas as well many more implicit areas which he probably don’t even realize now. Many of the times learning are just imbibed without we actually realizing it. This has changed me as person and my approach towards any of the activity.

Milind, a serial entrepreneur and another successful graduate of the program says that he had thought that he was a failure and had lost hope, when one of his startups did not work as he planned. However, on account of this training for the emotional part of being an entrepreneur, he got time to delve on understanding who I am, what am I bringing on the table and what more needs to happen.

Rohan feels that regular, small wins help keep the morale and build momentum. As a part of the group, it feels amazing to share a win and equally motivating to see anyone else achieve a win. He says that this sort of interaction really generates a lot of positive energy and brings momentum to one’s own tasks.

Key facts about this program

How will this help?

Through this course, the effectual way of working will be imbibed in practice rather than just theorizing the concepts. It will help participants to make the ‘asks’ much easily than what it would have taken to do so otherwise. The format of the course, where multiple smaller goals with targets being set and working towards it even when you are not sure of the actual final targeted goal is something very unique. This will help in realizing that entrepreneurship is not as cool thing as is thought from outside.

Who should attend this program?

Any person interested to consider entrepreneurship as a career option is most welcome. Those who are considering to start up or those who are in early stages of setting up their startups will benefit the most. However, there are a few takeaways on effectual decision making for the late stage entrepreneurs too.

The other key aspect that is unique in this program is about the heterogeneity of participants. There were college kids just completing their education and wanting to startup at one end, while at the other end, there were entrepreneurs who had done a series of startups, both successful and unsuccessful. A lot of participants were in between these two extremes.

Since many of the participants were at different phases of their entrepreneurship journey, the experiences with respect to problems, approaches, learning, solutions, etc. make us more informed about the new possibilities which awaits us with respect to limitations as well as possibilities.

What were the outcomes from this program?

Here is what some of the participants had to say as their key takeaways from the 10 week program:

  • Gave me a great understanding of the concept of affordable loss and also the courage to be an ASK person.
  • As kids asking came naturally but somewhere down the education and corporate job, we forget how to do that. Learning to ask and getting commitment which every entrepreneur needs to be able to do is now slowly happening.
  • Typically I used to manage multiple activity and keep trying in a very haphazard way. This program has taught me how to find the few relevant activity in a very analytical manner and then focus.
  • It has brought in more clarity on how to go about the entrepreneurial tasks, and how to interpret signals from others (potential customers, other stakeholders) and use them to your advantage in an effectual way.
  • I would say the ASK framework provided me with a profound understanding of what happened with me since the past year – and how I should be prepared going forward. This insight and preparedness to pursue entrepreneurship is what I think this program helped me with, which I would not have thought or would have learnt it the hard way otherwise.
  • Definitely helped to apply the effectual principles. Concepts like affordable loss and co-creation are very easy to read but discussing different contexts in which you apply in real life are making a big difference. I did not buy into the effectual principle before (probably due to an mba !) but hope to become a practitioner.

If you or any of your acquaintances you know can benefit from the above program, please suggest/refer them to the second batch that is about to begin shortly. Please sign up using the link:   http://goo.gl/forms/qK2qRl4kRG

Follow what the anchors of this program had to say about us at: https://pn.ispirt.in/kicking-off-the-second-edition-of-pre-entrepreneur-boot-camp-arthasiddhi/ and https://pn.ispirt.in/launching-ispirt-pre-entrepreneur-program/

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SBI and iSPIRT discuss future of banking in India

iSPIRT and SBI had a 4-hour meeting on the future of banking. 30+ seniormost officers of SBI – including all the MDs, DMDs, CGMs, and GMs – participated. Two SBI Board members were also present. Nandan Nilekani chaired the session from iSPIRT side.
DSC_2148The first session was about understanding the technology trends that are shaping banking. There was special focus on understanding implications of eKYC, Aadhaar, new payment infrastructure and GST Network. There was also a good discussion how point-solutions by startups are changing banking.
The second session showcased 7 Fintech software product companies (Novopay, Happay,Vote4Cash, CapitalFloat, CustomerXPS, ProbeEquity, Enstage) and 2 non-FinTech product companies(InMobi, TeamIndus). The third session session was about SBI strategy. This was a very productive discussion. We can’t share the details as it was confidential.
This meeting brought together two threads within iSPIRT. One thread was related to its Policy work related to Open APIs (that is shaping the technology infrastructure of banking and finance in India) and the push for Cashless India. The other thread was InTech50, which is a market catalyst that helps big companies leverage software products startups to drive innovation throughout their business.
DSC_2150iSPIRT is fostering many such dialogs with not just banking giants like SBI, but with Regulatory institutions like SEBI, RBI and others, to fashion a new India.
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Kicking off the Second Edition of Pre-Entrepreneur boot camp #ArthaSiddhi

So for all the folks who were eagerly waiting for the second edition (there were few who sent us requests through email and twitter), your opportunity is here. (For new folks take a look at this blog post to get some context)

There is lot of media hype around entrepreneurship now.  It had been dramatized, sensationalist and devoid of some key facts. This can be quite confusing to folks and can mislead folks into making a wrong decision. This bootcamp is aimed at looking at the realities of entrepreneurship minus the drama and focus on what happens inside an Entrepreneur’s head. It focusses on getting the clarity and leads them away from the predictions, projections and the hype. Listen to one of the testimonials from Rohan who is amongst the first one to graduate

We (Prasanna, Rajan, and I) had great fun anchoring this program and designing models for scalability and co-creating the program with ten incredibly smart folks.  This program, started as an experiment after many IVC (Idli Vada Coffee) discussions with Sharad and Prof. Saras, has taken quite a good shape now.

Before you sign up though, please consider the following;

  • This is not a passive listening program. Participants are expected to complete tough tasks that push them out of comfort zones. In first batch the completion/graduation percentage is only 33%.
  • Please plan for in-person sync up sessions of 2-3hrs a week, over 10 weeks on Sundays/Saturdays.
  • The program is targeted at folks who are serious about a idea/domain that they would like to start-up. Ideal participant is a person who would start-up within a month or two of the completion of this program, or is running a serious business on the side.
  • The selection process depends on who you are and your motivation amongst other things (Acceptance last time has been around 25%), so take care of filling the form in detail.

The program starts mid August; Please signup using this link http://goo.gl/forms/qK2qRl4kRG

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Product positioning is all about connecting emotionally to your prospective customers – Insights from the Positioning and Messaging PlaybookRT

The 50th PlaybookRT session was held at Helion Ventures in Bengaluru to brainstorm and understand best practices for positioning and messaging of startup products. This roundtable was led by Shankar Maruwada, who by virtue of his illustrious past experiences as the brand builder for Aadhar and P&G, and being a successful entrepreneur at Marketics ably anchored the deliberations. Twelve product entrepreneurs spread across IoT, mobile, social, analytics and B2B sectors benefited from the insightful interactions.

This roundtable was special for iSPIRT family, since it marks a milestone of a journey that began with the same person – Shankar Maruwada in April 2013, at the same venue as well! To mark this special occasion, Sharad Sharma, co-founder of iSPIRT was present at the start of the session. He traced back the evolution of PlaybookRTs and explained that these roundtables came to action to fill the need for honest and open peer to peer knowledge sharing and gaining among product entrepreneurs. Shankar recollected his experiences of running the roundtable on the same topic at various locations across India and narrated the differences and common patterns he observed amongst the participants across these sessions. Rajan wrapped up the pre-event activities by describing the metrics iSPIRT uses to measure the effectiveness of such programs, and the way forward.

The roundtable began with Shankar asking all the participants to jot down three things about their prospective customer Bob:

  • The problem that the customer faced/is facing
  • Solution provided by the participants to alleviate the above problem
  • The value/benefit that Bob, as a customer derives by using the above provided solution

Once completed, a review of the pitches that participants had written was done in the group. There was a lot of variety in the pitches. While one such pitch was crisp, succinct and focused on numbers/metrics to drive the value proposition of the solution for Bob, a customer in the B2B space, the other was a story that tried to explain the value provided by the participant’s IoT solution invoking a connect to the customer’s parents. This variety in the pitches generated a lot of discussion among the participants about the best/optimal way to pitch/position their corresponding products.

At this point, Shankar introduced the concepts of curse of knowledge*, and the Golden Circle* that helped the participants to understand the need to emotionally connect with their prospective customers, as well as, the need to keep in mind, the knowledge of the customer (not the know-how presenter of the pitch), while describing the key tenets of their products.

These concepts paved way for further brainstorming on the applicability of the inside – out or outside – in approach of the WHY – HOW – WHAT trilogy of the Golden Circle across different segments. For example, there were discussions on whether it is appropriate in the B2B context to start with an outside – in approach, and vice versa for a B2C context and so on. There was also an opinion that Marketing team in a startup would usually use the Why – How – What route, whereas the Sales team would go vice versa. A video of Steve Jobs addressing his internal marketing team about how they should reach out to their intended customers helped internalize these aspects.

One of the participants resonated with the ill effects of the curse of knowledge when he shared how he had assumed that all of his customer base would be aware of the familiar ‘Settings’ icon. Upon getting a support request from an aged customer, who cited inability to locate the ‘Settings’ option, he realized that he had not provided a text alongside the icon based on the assumption that what he knew would be also known to his customers.

As the group digested these concepts, Shankar nudged the participants to revisit the pitches that they had initially created, and explore if they could make any changes based on the learning they had on account of the above two concepts. This brought about a few revisions to the pitch each of the participants had made. At this juncture, the group listened to pitches from a few more participants and ideated on what aspects of the pitch resonated with them.

The group then moved on to understand in more detail, the art of explaining the core value of their products. This was done by reviewing the Dropbox advertisement* created by Lee Lefever and discussing about how the ad starts by establishing a common connect/chord with the audience (SETUP), and then, in common language (without jargons) explains the key benefits a user would get (SOLUTION) using analogies, and finally, reinforces it with factual details of its features (SUPPORT).

Some time was spent in explaining the importance of using analogies as a bridge to transition the customer attention from the initial few minutes to introducing the product/solution to the customer, while keeping his attention intact. The Dropbox video and another video from the thisamericanlife.org archives*, where a doctor explains the vulnerabilities of children who face daily abuse from drunken parents helped the participants to understand the power of using analogies to convey the right message.

These videos and a couple more on the book ‘Made to Stick’* by Heath brothers helped the participants to craft/revise their positioning and messaging pitches, which started with building a context to establish emotional connect, used analogies to describe the solution and finally strengthened the pitch with factual/logical and data driven narration to make a lasting impression on the prospective customer.

Towards the end of this roundtable, as a last aid, Shankar introduced the 6 tips of persuasion* which entrepreneurs could use to help build up customer connect. As the participants completed these deliberations, they had imbibed the knowledge that being able to connect both emotionally and functionally to the customer is key while positioning and messaging for their products to prospective customers. The participants spent more than four and half hours and not one of them moved till Shankar actually ended this session at about 9 PM.

The evening was very well spent, and the participants had an accelerated learning by virtue of this roundtable. Dinner, arranged by Rajan, courtesy iSPIRT and the friendly staff at Helion provided the perfect way to end a very eventful learning experience to all the participants as they ruminated about the things that they learnt and shared their thoughts about time well spent during the session.

* The following URLs provide additional information about the concepts and views expressed by fellow participants of the previous sessions on this topic. Skimming through these write-ups and watching the videos will provide additional context for those who want more insights:

  1. Simon Sinek’s ‘The Golden Circle’: https://www.youtube.com/watch?v=l5Tw0PGcyN0
  2. Dropbox Intro Video: https://www.youtube.com/watch?v=w4eTR7tci6A
  3. Lee LeFever on the Art of Explanation: https://www.youtube.com/watch?v=j6gyI7_j-1o
  4. Made to Stick–Review of the book (Part 1): https://www.youtube.com/watch?v=E7U74c0Hzbk
  5. Made to Stick – Review of the book (Part 2):

https://www.youtube.com/watch?v=FLt3H01XNto

  1. Science of Persuasion: https://www.youtube.com/watch?v=cFdCzN7RYbw
  2. Steve Jobs – Think Different Speech:

https://www.youtube.com/watch?v=keCwRdbwNQY

  1. Summary of the PlaybookRT session on positioning and messaging products, held at Bengaluru: https://pn.ispirt.in/some-takeways-from-the-first-ispirt-playbook-roundtable-on-positioning-messaging-in-bangalore/
  2. Summary of the PlaybookRT on this topic, held at Bengaluru: https://pn.ispirt.in/ispirt-playbook-roundtable-positioning-and-messaging-lot-of-it-is-common-sense/
  3. Summary of the PlaybookRT on this topic, held at Mumbai: https://pn.ispirt.in/8-powerful-things-i-learned-about-positioning-your-startup-at-the-ispirt-round-table/
  4. Summary of the PlaybookRT on this topic, held at Mumbai: https://pn.ispirt.in/why-no-other-product-like-yours-is-not-cause-for-celebration-playbookrt/

12. Summary of the PlaybookRT on this topic, held at Delhi: https://pn.ispirt.in/the-best-things-are-simple-is-your-messaging-there-yet-from-playbookrt/

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SEBI Startup Listing Exchange – Nasdaq of the East

Efforts of iSPIRT’s List-in-India Policy Expert Team have reaped the desired results. The securities market regulator, SEBI, has announced relaxed norms for a separate platform to allow “new-age companies” having an innovative business model and belonging to the knowledge-based technology sector to list in the country.

The existing legal framework has considerable challenges for a successful listing, including the mandatory track record of distribution of profits for 3 years. Consequently, Indian technology startups (with their usually disruptive business models) have been increasingly looking to list overseas in view of the less stringent regulatory hurdles. It is hoped that the relaxed regulatory regime will provide software product companies with an opportunity to raise capital through listing onthe proposed platform, and give them a viable alternative to offshore listings. The new platform is also expected to provide an exit opportunity to the investors who have invested in such startups, thereby generating further cycle of investment in the economy.

The iSPIRT List-in-India Policy Expert Team is very happy with this outcome. Things have moved really quickly after we kicked off the effort on Dec 19th in Blr. Mohandas Pai has been an excellent mentor and driver of this effort. We are now working hard to address issues that drive exodus at the Seed and Series A stages of software product startups.
More details of the SEBI Policy can be taken from here. Some of the coverage we have got from LiveMint, Business Standard and Economic Times are here.

 Guest Post by Sanjay Khan, Khaitan & Co

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Should experts be limited to an organization?

Expert01

 I am a great fan of analogy, and one of the things I have been pondering for past year or so is comparing our software industry with that of medical and film industry.

In this post, I plan to share some thoughts on how our software industry can consider the evolution of medical and film industry, and probably evolve in that direction.

Expert0 Expert2

In Medical industry, the ecosystem contains Doctors, Surgeons, Physicians, Specialists, Hospitals, Clinics, Life Science companies, research labs and further other associated entities to serve the patients.

In film industry, the ecosystem is made up of producers, directors, actors, cameraman, music director, editor, choreographer, stunt master,other specialized technicians.

Similarly in our software industry, the ecosystem is made up of VCs, founders, techies, designers, product managers, and sales/marketing folks.

Specialization

Expert3

One of the striking aspects of the whole evolution is the Specialization part, where medical industry has evolved and recognized the need for deep specialization, and doctors and the ecosystem surrounding have focused on specialization. While you still see some general physicians, we all know who are in more demand – the specialist.

In the film industry, specialization has become very key. Whether you are a screen play writer of dramas, you are specializing in romantic comedies, you are an action director etc. Offcourse there are few folks who are versatile especially in acting, but every film needs a bunch of specialist.

Similarly in our industry, specialization has taken off and it’s a great sign of the industry maturing. We see specialists in design, Ux vs backend techies, architects, B2B vs B2C product managers, industry experts such banking, government, healthcare who bridge industry knowledge with technology, we see further more big data, cloud, database, IoT, mobile etc experts.

 

Should Specialist be limited to an organization or department?

With the above background, the key thought I had for writing this post is how our industry can evolve to leverage the specialist expertise, to go beyond just one organization.

Take the case of medical industry, an important attribute is that the specialist are usually not associated to one hospital but consult in multiple different places. There also exists several communities where specialist come together to discuss the challenges, problems, solutions and experiences in their area of specialization. We have seen several doctors consult with others to get second opinions. The ecosystem is well setup in such a way that its not just honorary service, but it’s a win win for everyone, and takes care of “what’s in it for me ?” very well

In case of film industry, most of the people work independently and come together for a specific film. Over the period of time, many work together in multiple such film projects over several years. There are specialist and actors (not the main heros) who work on multiple projects. Its left to the potential, interest and capability of individual on how much he or she can leverage their time, how they want to pace their career, and how they really are on the toes to differentiate or find their winning formula, as individual or as a team. One of the nice talk you should watch to understand it is when our versatile actor Kamal Hassan spoke at NASSCHOM event, sharing some of the interesting aspects of film industry.

The above 2 industry are a great example for us to consider as we evolve our industry. We have several experts and specialist out there in our industry, but their talents are often not leveraged to full potential for lack of the right setup – they are bound by their employment contracts, or merely don’t have avenues to share, engage, contribute and gain. Most of the folks in our industry land up into mundane jobs, standard career path, leading to becoming some people managers or stop reinventing ourselves.

The boundary laid out for experts is not just being able to do with multiple projects outside, but even within the company many of the experts do not have an opportunity to showcase their potential as they are bound by their departments and hierarchies.

Here are my thoughts on how our industry can evolve around better leveraging specialist:

  • Expert clubs that can bring together specialist by different areas of specialization e.g. by specific functional areas, deployment expertise, industry expertise, cultural expertise, skills – product management /design/architecture, GTM expertise etc.
  • Answering the ‘whats in it for me ?’ question – not to expect specialist to come and engage always for free
  • Employment contracts have clauses that allows experts to do other pursuits beyond their employment e.g. like a doctor who can consult beyond the hospital he is assigned to, experts should be able to consult for other products /projects
  • Creating an environment where its safe for experts to be sharing and working independently to take risks
  • Entrepreneurs to recognize the need for experts /specialization for rolling out products that excel, instead of relying on do it all jack of all – this will drive towards the products that excel
  • An environment or community that facilitates experts to be easily accessible and able to work on a product/project for a given time, including possibility for them to engage in multiple projects based on their appetite …think of the movie analogy here
  • Crowd sourcing for expert skills would be a great way to enable experts to be fully engaged, leverage potential and create more products
  • Mentor programs are a stepping stone in this direction for many experts, we see lot of mentor programs already run…but this needs to get to the next level where these experts contribute more rigorously

 

List of Experts that we would like to see in our product industry being part of expert club, not exhaustive:

  • Ux Designers – Interation /visual design
  • Mobile designers
  • Internet Security experts
  • Product Managers for B2C
  • Product Managers for B2B
  • Product marketers
  • Industry Specialist
  • SaaS Pricing experts
  • Growth Hacking experts
  • Technical writers /Product Documentation writers
  • Intellectual Property Experts
  • Social Media Marketers
  • Solution Architects
  • Performance Optimization Experts
  • Scalability Experts

What are your views on this… can our software industry switch gears to enable experts to contribute more…and get awesome products that excel  …working beyond organization boundaries like a doctor or cinema artiste ?

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49 Not Out ! Excerpts from Product Nation’s 49th Round Table on selling SaaS products to US customers

Pune… the city of life. It’s a place you can easily fall in love with. Fun loving yet grounded folks who talk sense. Light drizzle, clean roads and a young city full of aspiring students who want to change the world. So when Product Nation announced it Playtable in Pune I latched on to the opportunity. Avinash and his iSPIRT team have been doing some wonderful work over the years in leading the way for SaaS startups. The topic itself was close to my heart ” Nuts and bolts of selling to US market for B2B SaaS companies” and when you have the ‘Google of B2B SaaS marketing’ Suresh Sambandam conducting it, you don’t want to let it go. Google coz if you have a query he has the right answer. Over the years Suresh has done some real hardwork in taking Kissflow to 10000+ customers and he has fixed all those nuances of SaaS selling by getting into depth of it.

SalesSo on a pleasant Saturday morning , 30th May to be precise, we a bunch of 15 entrepreneurs and few aspiring ones gathered to know how to make it BIG by earning in dollars. United States is by far the biggest market for SaaS companies and if you get it right there you will make it BIG one day.

We started with basic introductions and brief product details. It’s really heartening to see how enterprising the current generation is. We guys today are proud to be entrepreneurs or employees of startups. It shows you can take risks, think outside the box and are not satisfied with status quo. I can surely see that the next gen of aspiring entrepreneurs will come from those who work with startups. And why not. If you can make a startup successful, you surely can build one for yourself.

Our workshop focused on B2B SaaS startups. How can you sell your B2B product to US customers sitting out of India? Yes, selling to them without even meeting them.

B2B selling has traditionally been about relationships, face to face meetings, getting to know your customers, value selling and all. But, cloud computing has totally disrupted the market. In fact it has expanded the IT  market globally. Today millions of SMB and mid market clients can  afford to automate their marketing, sales, operations etc using cloud solutions on SaaS model. And if your product can add value to their business they care a damn as to where you are based. I think we should thank the first generation B2B SaaS Startups like Zoho, Freshdesk, Kissflow, Druva etc who have built the trust and confidence in US customers that world class solutions can be delivered from India. We the 2nd generation now need to ensure that put our best foot forward in terms of quality of product and support when we reach out to them.

The views I’m sharing are a glimpse of insights given by Suresh and interactions during the round table . In between you’ll see important tips from suresh which I’m calling it KiSSTiP 🙂

To understand the process best we looked at it in a logical flow.

  • The Product
  • Market fitment
  • Pricing
  • Marketing
  • Sales
  • Customer success

The Product first – In SaaS marketing you need to have a good working product. Unlike face to face selling where you can do with ppt selling and bit of account mapping, SaaS needs the working product first. In fact you can use your product as a marketing tool building in features to engage, upsell and cross sell.  The important point is how do you position your product amongst three below :

  • Category Creator
  • Novel Approach to an existing well understood category
  • Low cost alternative

SaaSThe group agreed that a combination of 2 and 3 would be ideal to reach the right set of customers. Being a category creator – someone who creates a new market needs a lot of investment and F2F interaction. But low cost should not be confused with cheap. We need to build solutions with world class quality at minimal cost thereby passing the benefits to the customers. That creates high value product for them.

Next comes the market definition. Suresh shared the segmentation based on number of employees into SOHO(1-10), VSMB(10-50),SMB(50-500),mid market (500-5000) and enterprise (5000+). The sweet spot for SaaS marketing lies in the SMB and mid market space. In terms of who decides on buying your product, in SMB whosoever may be evaluating, the founder or owner will somewhere get involved before the purchase. As we move towards mid market and then enterprise customers, the line of business (LOB) guys have a larger influence apart from IT team who might get involved. Also which geography to target and what languages to support. US and English are big enough to start and one should look at other countries probably in growth phase.

KiSSTiP ! 

SaaS startups should focus on ONE Country, ONE  language first to ensure they remain focused.

Now that you know what your product market fit, how do you reach out to the US clients and get them to buy your product ? The process of customer acquisition was simplified by Suresh in four steps

  • Marketing
  • Product engagement
  • Sales
  • Customer success

While the nitty gritty may vary by the type of solution, the role of marketing is to get people to sign up for a trial or free account. Unlike B2C , in B2B the customer has to see the product demo. This is where the product team steps in to ensure the solution and get the customer engaged and use your product during trial period. If the customer is not using your product during trial, he probably won’t buy it. Once the product team ensures a good product experience, the sales team steps in to ensure conversion. Sales team can dived into ‘hunters’ – ones who get the customers and ‘farmers’ ones who nurture the relationship to upsell and cross sell. The customer success team ensures that the customers realise value from your solution. The metrics and handover points for each team needs to be meticulously set and communicated.

KiSSTiP ! 

The support queries from customers during early days of engagement should come to sales team and not support team as it is an opportunity for you to grow the relationship. But seller should get the issue fixed first and then engage further.

TwitterWe discussed the marketing process in detail including SEO and Adwords,  social media, content marketing, blogging. The importance of google and the traffic it generates is immense so SEO and Adwords are an important piece but the two need different specialised roles. The role of marketing is to get enough leads digitally. These can be through organic search- Google, Yahoo, Bing etc). While google still dominates the majority of the US market, those targeting elderly citizens might want to reach out via Bing as they still have a lot of elderly crowd there. SEO requires identifying your keywords as per the target geography and product. It needs meticulous tracking of keyword ranking every 2 weeks. Fact is if you are not on FIRST page of google, its not worth.

Till you get enough of organic crowd in, AdWords can fill in. Adwords is all about number crunching and reaching to an optimum cost per lead. Ashish and his Sokrati team shared their insights on managing adwords as that’s their area of specialisation and promised to conduct a detailed session later some time. Suresh shared insights into digital ROI metrics for AdWords. On an average you can get a signup for $10-$25 for search ads and $2-$10 for display ads. However the conversion seems better for search ads as these are real customers searching for specific requirements whereas in display ads are shown on sites which might have these customers as one of their target audience.

We discussed social media marketing – LinkedIn and Twitter and content marketing (blogging, case study creation etc) in detail. The group shared its experiences on getting leads from Quora and forum discussions. The internet now days is getting really crowded so you need to figure out which group is giving you the returns rather than spraying your messages across all over. Content marketing can be a differentiator in this crowded digital world- the quality not the quantity matters there. Suresh shared how his team publish two customer experience blogs every week where they share live feedbacks from actual customers. Retargeting helps you bring the same vistors back to your site and improve the ROI on your existing marketing spends. While content creation is important, content publishing is as much an important task. We discussed tools like Outbrain and Taboola for content distribution. Talking of tools, the groups discussed a host of SaaS tools that can be used by startups to more efficient like Pipedrive, ChargeBee, Intercom, Mixpanel, Google Analytics etc.

KiSSTiP ! 

Suresh shared his 10-80-10 principle for creating quality content. If total expected time for writing a piece of content is 100, spend 10 on briefing the content writer in the beginning, let them write for next 80- spend 10 on final review. The fact is the best content writers wont be able to understand your solution and market to the extent you do. So a 10 % briefing time can save them a lot effort and set them in the right direction.

We discussed the important aspect of pricing which also brought us to the discussion on Freemium Vs Free Trial. Majority of the group went in favour of Free trial over Freemium as they felt that the customers didn’t see value in fremium. While there is no thumb rule for this, solutions where SaaS products can get self signup can still look at Freemium to upgrade them later. On pricing, different team members shared their views on their basis of pricing. Some did it bottoms up on cost plus model where as others looked at the competitive pricing.

Pricing is an important aspect so ensure you keep taking feedback from your early customers and incorporate that feedback.

Finally, the most important aspect of execution is measuring the key metrics. As your team grows you need to push a dashboard of metrics which alert you on any activites that are going offtrack or to scale up things. Conversion Ratio, Conversion through Paid vs Organic, Organic Traffic by Source, Signup Trend Paid vs Organic vs Source,Paid traffic by Source, CPS for Paid and Overall, A-ARPA trend 12 months, etc are some of the important metrics.

All in all, I must say, it was one the most informative and engaging workshops I ever attended. It was a crash of 2 years of learning compiled into a 8 hour workshop. What if we were to pay for this workshop ? How much would we be willing to pay? Marketing strategy workshop $300, Leadership training $1000

Product Nation RT on Selling SaaS product to US – Priceless !

Kudos to Avinash for oranising, Sokrati team for being a great host and Suresh for conducting the round table. At 49 not out, half century is round the corner for Product Nation round tables and I’m sure in for a long innings. As long as they bat with us, we are sure to win in the end !

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The next RSPCT is scheduled for 13th June to discuss the problem of technical education…

According to the latest Mary Meeker report the number of internet users in India is second largest in the world , only behind china. Sometime this year we overtook US

We see this happening:

“India will exceed the U.S. in the number of software developers by 2017, ”

But software companies are constrained by a lack of qualified technical talent.

And the formal higher education isn’t equipped to prepare people with the skills needed by the fast changing software product industry.

“According to Aspiring Minds, an employability assessment firm, only 2.3% of engineers passing out of colleges are employable in the software product industry.”

Which means young people wanting to get into this industry need to learn the skills on their own. The internet has exploded in the last few years with free resources designed to help people learn a wide variety of technical skills. But the technology landscape is fragmented and there is no clear direction helping students know specifically what they need to learn to get jobs in this industry.

RSPCTRSPCT is an event to recognize the achievements of independent learners. The next RSPCT event June 13 evening where we will host a discussion with students and technology professionals in which we discuss the problem of technical education and explore ideas which can help students develop skills and startups find young developers.

If you are interesting in participating in this conversation please visit: http://rspct.in/rsvp

 

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2015 India Technology Product M&A Industry Report: M&A and Investment landscape in India

iSPIRT, India’s software products think tank, SignalHill, technology focused M&A advisory boutique firm and Microsoft Ventures, accelerator program for high potential technology startups released the much-awaited 2015 India Technology Product M&A Industry Report. The report highlights key trends in the Indian technology M&A and funding landscape so far as well as predictions for M&A activity in the following year.

To access the report, visit: PMI Report

To watch the Think Next Roundtable: ThinkNext Video

iSPIRT PMI Report

(L-R): Sanat Rao, Partner, iSPiRT M&A Connect; Ravi Narayan, Director of Microsoft Ventures, India; Klaas Oskam, Managing Director, Signal Hill
(L-R): Sanat Rao, Partner, iSPiRT M&A Connect; Ravi Narayan, Director of Microsoft Ventures, India; Klaas Oskam, Managing Director, Signal Hill

M&A

According to the report, technology majors as well as large Indian ‘Unicorns’ are predicted to continue acquiring Indian technology product startups to fill technology gaps as well as talent requirements. Since 2011, there have been 190 M&A transactions involving Indian technology product companies, with a total estimated transaction value of $2.27B. That makes the average deal size in India stand at $11.3mn, far lower than that of mature startup ecosystems such as Israel ($113mn) and the US ($57mn). Furthermore, there’s a substantial difference in value between inbound and domestic transactions. Inbound M&A transactions (M&A by global acquirers) average $21.1M versus domestic deals that average $8.4M. Therefore domestic transactions may account for the lion share (72%) of M&A activity by volume (largely driven by the Indian ‘Unicorns’ including Flipkart, Snapdeal, OlaCabs) but a much smaller share (51%) by value.

M&A

From a sector perspective, there seems to be a clear trend emerging where the majority of M&A transactions and transaction values of B2B software companies is cross-border in nature, while domestic transactions account for the bulk of transaction value and volume for Internet & Consumer and E-Commerce deals.

INVESTMENTS:

From a funding perspective, VC/PE investments in India have hit an all-time high in 2014. Funding in the E-commerce and Consumer Internet markets have grown 38x from 2010-2014. $4.2B was invested in this space 2014 alone, with the two main companies (Flipkart & Snapdeal) accounting for > 50% of the Indian internet investment dollars. Investments in B2B software are also showing an upward trend.

With a fear of missing out, hedge funds & private equity funds are investing in ‘new’ Series B ($10-25mn) and Series C & D ($20-250m) onwards, fueling a frenzy in valuations. Prior to 2014, it would take startups at least 1-2 years to raise series B and C funds. In the last 12 months, this has dropped by half with companies reaching this mark in less than a year.

Investments

OTHER HIGHLIGHTS

The report indicates that a generation of entrepreneurs is coming up in India, looking to build deep-tech companies in the country. Where B2B software companies are aiming at serving the global market, the Internet & E-commerce businesses are focusing on India. These are vision-driven and are focused on creating a market differentiator rather than “selling-out” early. These entrepreneurs are also likely to be angel investors and help other startups succeed, in parallel to running their own firms.

The report also highlights two key challenges that Indian entrepreneurs and startups face: Discovery & Readiness. Most startups are not on the radar of the large global tech companies either for business engagements or investment, which in turn reduces their chances of going through an acquisition. iSPIRT’s M&A Connect Program is solving this problem via targeted connects between US and Indian tech companies with specific technology gaps, and exciting India startups who can fill these gaps.

[Any startups with ongoing M&A discussions, please reach out to [email protected] for advisory support.] 

PREDICTIONS

Finally, the report makes some interesting predictions for M&A and investments in India in 2015.

M&A activity will continue to accelerate. Domestic transactions will dominate E-Commerce and Consumer Internet, with large Indian “Unicorns” will aggressively make strategic acquisitions to enhance market dominance and strengthen strategic growth areas such as: mobile, data & analytics and payments etc. Cross-border M&A will dominate B2B / Enterprise Software transactions.

Acqui-Hires will continue to be a critical focus for US and India acquirers. Areas of interest include iOS &Android engineers and Machine Learning/Data Science experts, whose demand is rapidly growing.

Finally, from an investment perspective, E-Commerce and Consumer Internet sectors will continue to be hot into 2015. Internet of Things [IOT] will also receive significant interest from VCs.

Seems like the market is hot and there’s a lot of activity predicted for 2015. Exciting times ahead… Stay tuned!

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Building Marketing & Sales Engine for Your Global B2B SaaS Product

Recently, India has seen many success stories of product startups in the SaaS category, which are building products for the global market. Here is what we did –

Suresh Sambandam, Founder and CEO of OrangeScape (the company behind KissFlow), in collaboration with the iSPIRT team, conducted the 49th #PlayBookRT on building SaaS products for the world. Sokrati (Pune) played a gracious host for this event, and saw around 14 product entrepreneurs from different cities.


Avinash Raghava introduced Suresh and the RT was kicked off with a round of introduction from all the participants.

Suresh laid out the purpose of the round table and defined the scope. This PlayBookRT was for the B2B SaaS startups with a product that has a global audience. These companies have achieved a product-market fit with a MRR (Monthly Recurring Revenue) in the range of $1K to $5K. These companies are looking to move the needle to $50K-$100K MRR. Essentially, early startups that are looking to grow at least 110x.

B2B customers need to be segmented with certain metrics. For KissFlow, the number of employees was a key metric to identify customer segments. The segments were –

  • SOHO (<10 employees),
  • Very Small Business (10-50),
  • SMB (50-500),
  • Mid-Market (500-5000) and
  • Enterprises (5000+)

Depending on your product, you may segment the customers by their revenues.

It is unlikely that your product will work across all segments as it is. The sweet spot for KissFlow is the SMB and Mid Market, as the value proposition is stronger for these customers. You have to pick your own sweet spot.

There was some discussion on why Enterprise segment is different from the others. There were multiple views on that. It was discussed that the marketing and sales processes are different for large customers. Their buying process is different too. They want “vendors” to come to them. Often, the product itself doesn’t work. Example – for KissFlow, Enterprise’s would need integration with their existing systems like SAP or Oracle. The SMB or Mid-Market customers do not have such requirements. For enterprises, you may have to package your product as a custom solution. Instead of the entire company, you may find it easier to get your product rolled out in a specific department.

The Mid-Market segment opens a big opportunity in US market. Typically, in the US, $5,000 is the approval limit in this segment. Most of the SaaS products fit in this limit. That makes decision making easier and fast. These companies are willing to spend money on products that help them compete with big guys.

2015-05-30 13.54.47

The discussion then moved on to the core elements of a successful SaaS business.

The role of the product in SaaS is very high. For enterprise products, the product comes at the end of the sales cycle. For SaaS products, the opposite is true. So, your product has to solve a problem.

While product is at the core of your business, marketing comes before the product. Your marketing communication needs to match the product promise.

Before accelerating your marketing, you need to decide on the product positioning. Your product is either a category creator, or provides a novel approach to an existing and well-understood category, or low cost alternative. Often, most of the SaaS businesses will fall in the second or third category. It’s also possible that product positioning could be mix of last two categories. The category creator products are hardest to pull off. The low-cost alternative need not be a low-priced alternative. Being in India, we can enjoy the advantage of low cost structures. Some companies do pass on the cost benefits to the customer via low price. While offering a low price option, it is important to ensure that you are not perceived as a low-quality option.

The next topic of discussion was offering a Freemium product vs Free trial. Often, for SaaS, this choice does not depend on the cost. The general consensus seemed to emerge that a free trial is the best option. Even if it doesn’t cost you much to offer part of the product for free, the effort to convert that free user to being a ‘paid’ user is high. Plus, when the user is ready to pay for the product, the user still may go out to look for other options. There are “free” products that make you pay with say a link to their website. This is not really free as your customers are paying with a different currency.

Like all discussions, this one too took a detour and we discussed about sales for the global customer base. To serve the US market, you need to have a night shift. For KissFlow, the newly signed up customer receives two emails – one automated and one personal email. The automated email is to schedule a demo of the product. KISSFlow has reduced the friction to sign up dramatically. You sign up with just an email. They have a team to find out information about that person based on the email address. All the new leads get assigned to the sales team automatically based on timezones and available bandwidth with the sales team. Each sales person handles about 200 leads per month with an annual contract value of less than $5,000.

2015-05-30 12.41.21

The next topic of discuss was pricing. People visit the homepage and then the ‘pricing’ page. They are qualifying themselves by looking at pricing. There are various ways to price your product. For the well-established category, competition will be a huge influencer in your pricing. You can also price your product based on value offered, though, you need to clearly demonstrate the value of the product. For KissFlow, the anchor was Google Apps. At the start, they focused on a niche of companies who have adopted Google Apps, which costs $5 per user per month. So, they picked the price of $3 per month.

For SaaS companies, raising the prices is usually not a problem. You can grandfather your existing customers who will continue to enjoy the same price, but the newer customers will pay a higher price. The real problem is lowering the prices, as it upsets existing customers. If your customers are not complaining about the prices, you are leaving money on the table and you should raise the price.

You should make users pay every month irrespective of their usage. You shouldn’t have to sell your product every month to the customers. That’s why your customers need to keep paying every month. Setting the expectations also ensures that customers are not thinking about pricing often.

Marketing was the next topic of discussion. Your website is a core marketing asset. You should avoid outsourcing the site development and have an in-house team for updating and maintaining the website.

Your home page should have a crisp headline with some value proposition. Jargon should be avoided. Make it easy for customers to understand and take a decision about your product. You should create a “customers” page for social proof. Highlight your major customers on this page. If you are running a blog, it will have visitors who are not aware about your product. You should create ads for your own product and run them on your blog.

You can use SEO and AdWords to bring the organic and paid traffic. SEO needs a lot of time to ramp up. So, start early with a dedicated team, even if it is a one-person team. AdWords needs a specialist to handle the paid traffic. Here, you can define your key metrics like costs per sign up. AdWords can deliver a sign up at $10-$25 for search and $2-$10 for display ads. These are only sign ups and not conversions. You need to measure conversion to paid subscription. That would be your true cost of customer acquisition.

2015-05-30 12.41.40

You need to have a responsive site as mobile traffic is growing. Even though most business users will sign up for your product with a desktop, they might discover your product on the mobile (maybe while reading a blog). They need to have a good experience when they are on mobile.

You can run re-marketing ads. This will provide you multiple opportunities to reach out to the user. Test out different messaging in the re-targeting. You can do smarter remarketing by finding the users’ point of interaction. For paid ads, start with only the US and then keep adding more countries depending on the quality of the traffic. There was a brief discussion on content marketing, focused on the disciplined approach to creating valuable content that will start delivering results over a period of time.

This was an excellent round table that covered most of the aspects of building SaaS products for the global market.

Contributed by Shashikant Kore, Co-founder of Karooya.

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Chief Economic Advisor is Infected Positively by the Irrational Exuberance of Indian Product Startups.

Mr. Arvind Subramanian, Chief Economic Advisor to the Government of INDIA, has been named as one of the world’s top 100 global thinkers by Foreign Policy magazine. After stepping into the shoes of Dr. Raghuram Rajan as Chief Economic Advisor, he is also a widely cited expert on the changing Balance of Global Economic power, as it pertains to INDIA & China. He is also the author of “INDIA’s TURN: Understanding the Economic Transformation“. Mr. Arvind specially travelled to Bangalore to interact with software product industry and discuss policy with the the policy team of iSPIRT Think tank.


In the 4 hour meeting, the energy that emerging companies brought out with each presentation was amplified as the discussion progressed. In the end, I must admit that there was a euphoric feeling that this movement of creating public goods with the Social Commons model is really on-to-something BIG!

Not all elements of the session can be reproduced here, but this article is an effort to provide you the important highlights.

2015-05-28 17.36.55What was so Infectious? Its the Mirror Neurons, Stupid! 

In the first session, as it has become customary, about 8 carefully curated product startups which started in INDIA, with audacious aspirations, and which have already made significant GLOBAL impact while still retaining their Indian-ness, presented their stories. Almost every story was about Product Entrepreneur’s who dared to dream BIG, not just from themselves but for leap-frogging INDIA and the world. The Goal set out for the session was to show-case the behind-the-scenes transformation that is taking place in the software Product Industry landscape.

The Irrational choices of many Entrepreneurs were show-cased in their business avatars, as NowFloats, Uniken, Tally, Forus Health, Team Indus, FreeCharge, SnapBizz & Ezetap. While the strategy choices seemed Irrational, the success these business are having today, and the impact they can have tomorrow to reclaim India’s glory was self-evident. The outcome of the session was remarkably different from the goal the session set-out to achieve. What became apparent as the session progressed was the infectious effect it was having on each participant in the room. It was as if the Mirror Neurons from these passionate Entrepreneurs was affecting not just the minds, but it was affecting our Inner Spirit. The Infectious nature of the session’s outcome in many ways mirrored the outcome of these businesses.

2015-05-28 17.37.06What is the Cure? More Infection. Make India Go Cashless.

In a thoughtful next session the discussion moved toward more earthy and material realization of how Technology & Infectious energy of the startups can be leveraged to leapfrog INDIA. This discussion was about how to make India Go Cashless in 4 years. The benefits of going cashless are many. It can expand micro-credit to small businesses in a big way, for even street-hawkers (Thelewalas) to be able to digitally get credit and also seamlessly receive money from customers. Sanjay Jain (iSPIRT Open API Expert Team member, former Chief Product Officer of Aadhaar) and Abhishek (iSPIRT Colunteer, CEO Eko) presented a comprehensive approach and suggested a new Program, Jan Samridhi, for the Government. This builds on the Open API work that iSPIRT has already done (in eSign, UPI and GTSN) and proposed specific and inter-related policy and regulatory changes. The only real way of achieving this is to have more agencies in the Government, the Regulatory institutions and people to participate. So in effect, the cure really is to infect more people with the Spirit of Social Commons. The discussion clearly bridged some the intellectual distance between Delhi and Bangalore.

Advice from the Chief Economic Advisor

Mr Arvind, in his own-words was blown-away with the enthusiastic zeal and business performance of the Product Startup Ecosystem. He however was also clearly in his elements as he carefully constructed the broader picture by taking the various elements from the Individual presentations. Some of his suggestions and advice to the Startup community were as follows.

  • How soon can we marry the Private Entrepreneurial zeal & Public Goods created by such movements?
  • Can we use and leverage the existing products automating, say, Govt Fair Price shops?
  • While mildly chiding Product Entrepreneurs to dream even bigger by including Government, he asked if we can help realize other broader over-reaching goals like Government Technology Platforms for Expenditure tracking?

He even offered to visit Bangalore and participate 2-3 times a month in various such initiatives to enable routine conversations with Policy Makers and Entrepreneurs.

2015-05-28 18.27.33Conclusion

The entire program was highly Interactive, Infectious & Confidence building. It gave a sense that may-be within 4 years we can Make India go cashless. It also re-affirmed the new Paradigm of creating Public Goods with a Social Commons approach (Open source approach). It is important to co-create a digital INDIA, not just with the Entrepreneurial zeal, but by getting Government and Institutional bodies involved as well. These Infectious power-packed dialogs that iSPIRT is fostering will help us rewrite the script of our Nation, and will help us reclaim its lost Glory. We will become a Product Nation soon, it seems inevitable. Be a part of it now. Go ahead, spread the INFECTION, not just the word.

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Era of Open APIs

APIs are important public goods that must be done right. They must not be held captive to commercial interests. This is why iSPIRT is helping Government in this area. iSPIRT’s work is inspired by Open Source movement and IETF methods. It fits with our charter of creating public goods without public money.
GSTN teamOur Open API effort is based on some core principles:
– Like IETF, iSPIRT is not a member organization. Participation is “People, not companies”.
– “Design is a team sport”. Focus is on building a modern architecture for country-scale technology systems.
– iSPIRT API Teams have people who are “Competent experts that are completely free of conflicts”.
– Technical decisions emerge from intense discussion. They are informed by prototypes, not theory. Motto is: “Code walks, bullshit talks”.
Today Economic Times carries an article about this Open API effort.  The article conveys the progress that we are making. More is on its way.
Source: Economic Times

We will soon be launching a micro-site to build engagement with your community. Watch this space.

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Finance Secretary – interacts with Product Industry in Bangalore.

Mr. Rajiv Mehrishi promises deeper Institutional Reforms

Mr. Rajiv Mehrishi, Finance Secretary, Ministry of Finance for Government of INDIA, is a pro-reforms, vocal advocate of institutional transformation of the Financial System in INDIA. Additionally, he is also  the Secretary, Department of Economic affairs. Mr. Mehrishi and his team – Mr. Manoj Joshi (Jt. Secretary), Mr. Ajay Shah (Head, Macro/Finance Group, NIPFP), Ms. Ila Patnaik (Principal Economic Advisor) and Mr. CKG Nair (Advisor, Capital Markets) – specially traveled to Bangalore to understand the software product industry landscape and discuss ways to make India go cashless.

The 4 hour interaction was at ITC Windsor Manor. It was chaired by iSPIRT Mentor Mohandas Pai.  iSPIRT Governing Council members Bharat Goenka (Tally), Vishnu Dusad (Nucleus) and Sharad Sharma (BrandSigma) were also there along with Fellows Avinash Raghava, Nakul Saxena and Sudhir Singh. Shekhar Kirani who had planned the industry landscape showcase had to skip the meeting to be at his daughter’s music recital.

Showcasing behind the scenes transformation of India

The first session focused on bringing the software product industry landscape to life through a carefully curated showcase of 10 product startups. Each startup is a story of dreaming big about transforming India and the world. The goal of this session was to showcase India’s under appreciated prowess to shape industries and tackle deep rooted problems through its tech startups. The companies that participated in this carefully curated showcase were Ezetap, Instamojo, Capillary, PeelWorks, InMobi, Foradian, Team Indus, Forus Health, OlaCabs and Practo. The session went well and was an eye-opener to the policy makers. It helped them understand the breadth and depth of the emerging software product industry in India. One of them remarked that this was “one of the most awesome afternoons of his life”. They found the session to be “revealing and energizing”.  Everybody felt more optimistic about India’s future after this session.

Making India go Cashless

The next session was a thoughtful discussion on how to make India go cashless in 4 years. It was led by Bharat Goenka and Sanjay Jain (iSPIRT Open API Expert Team member, former Chief Product Officer of Aadhaar). They presented a comprehensive approach and suggested a new Program, Jan Samridhi, for the Government. This builds on the Open API work that iSPIRT has already done (in eSign, UPI and GTSN) and proposes specific and inter-related policy and regulatory changes. This benefits of going cashless are many. It’ll curb black money but will also expands micro-credit to small businesses in a big way.

Tax Friction for Product Startups

The final session was about tax friction for software product companies. Most of these are arise from poor definition of software products within the Finance Ministry. Mr. Mehrishi promised a quick resolution of these issues.

Conclusion

It was a very collaborative and interactive session. It showcased how India has emerged as the 2nd largest software product startup ecosystem in the world. It also brought attention to this new paradigm of creating Public Goods with a Social Commons model (open source model) and how this approach would be instrumental in India going cashless in a short period of time. Mr. Mehrishi and team suggested that deeper institutional mechanisms are required to bridge the intellectual distance between Delhi and Bangalore.

These powerful dialogs that iSPIRT is fostering with key policy makers (e.g. SEBI’s UK Sinha, RBIs Raghuram Rajan) are making a difference. They are helping us rewrite the script of the nation. And they are taking us closer to making India a Product Nation! So go ahead, spread the word.