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Confluence 2017: Keynote by Dr. Vishal Sikka

Confluence 2017: Keynote by Dr. Vishal Sikka

please welcome on stage dr. Vishal Sikka Thank You sandy good morning
I hope all of you are feeling unlimited unlimited that is a word unlimited some
things you know it is just too early in the morning for so the can we get the
slide up please we hear a lot about the eye these days
every day something or the other about the eye is in the news I I was talking
to someone yesterday about my own experiences with AI and started very
very early and my entire graduate education was in AI and so it is
somewhat surreal for me to see all the all the noise the second wave of alphago
with the best the go player in China is going on right now I actually didn’t
catch up on what happened on day two and day one alpha Rho 1 and it is a it has
become somewhat somewhat surreal and so instead of trying to add more to the
noise I am hopeful that these two days are going to help us get some more substance into this discussion around
what AI can mean for us and really how the times that we are living in the
times that we are emerging into are far more about our our humanity our human
futures and I say human in in more ways than one there obviously so let me add
my welcome to confluence we are living in times where ideas seem
to be at odds with each other every day in the news we we hear about the
difficulties the challenges that we all face as a as a humanity this morning
there was some very interesting coverage of the president’s visit to the Vatican
the the thing about ideas especially ideas it’s sort of a sense of
intolerance around ideas and ideas being at odds with each other is that ideas
cannot possibly be at odds with each other
because as Alan Kay once reminded us ideas are actually made of light ideas
are not matter I certainly don’t have to be like mater they don’t have to be
things that collide with each other there’s a beautiful picture here of
these colors in fact two completely opposite ideas coming together can still
co-exist ideas can create a great synthesis different points of view so
when we think about confluence my wish for these two days is that it is a
confluence of ideas it is a confluence of different backgrounds and confluence
of different business areas different industries that we come from a
confluence of different backgrounds and perspectives that we come from different
geographies that they come from a confluence of our humanity and the
systems that we create of AI and and people and such a confluence I believe
is something that is going to enrich all of us that is going to help us all be
better for it I want to talk about three things just to sort of set the stage for
what these times of AI and what our human future in these times of AI is
really all about I want to talk about what is going on in the world around us
and everywhere every time I I do a speech I am
make a presentation two three times a month
people generally ask me what is going on and so I want to talk about that I want
to talk about what that means for us both what we have been doing at Infosys
in terms of our work and give you an update on on our own strategy and its
execution but also about what the times what is going on can mean for for all of
us and then and then from there derive some inferences around what that could
mean what benefits you could derive and so forth so it is difficult to capture
what is going on in a few minutes but I’ll try to do that Sunday pension the
bicycle and it’s a great metaphor for amplifying our ability with technology
it’s actually a far better amplifier for us than for example a car it doesn’t use
any energy it uses our own energy it uses our energy much more effectively to
transport ourselves it becomes a part of us but also when you think about a
bicycle the learning to ride a bike is one of the great experiences of our
childhood it is it is not easy it is not easy under the guise of user centricity
and user experience these days we tend to think of great user experience as
being a substitute for easy running a bike learning to ride a bike is not easy
people put training wheels on them and that is the worst thing you can do to a
bike because you can just study that putting training wheels on bikes
actually makes it more difficult for us to learn to ride the bike because the
point of riding the bike is to learn to balance it to learn to bend into the
turn and when to slow down and when to speed up and things like this and the
training will impede that precisely that which is which it means to learn to ride
a bike so that act of having a barrier at threshold that we have to cross in
order to amplify our ability is something extraordinary about what it
means to learn to ride a bicycle if you look at what is going on we are living
in a time where that experience that experience of connecting us of
amplifying us of enabling us to do more is is becoming more and more connected
more and more pervasive I have a few examples here the an example of do
services there’s a car this is a car from Toyota the new connected car
they’ve been working with the various other companies in the ecosystem to
completely reimagine what it means to be inside a car
for a person and what what the car itself is the the entire car is far more
in our a computer in the shape of the car then a car with some software inside
it the entire experience of being inside the interfaces the autonomous driving as
well as the connectivity where the every single aspect of what we do is
completely measured it’s completely available in the cloud Toyota has done a
large partnership with NTT to connect massive amounts of data that the car
generates to the cloud and so forth and you think about the Tesla and uber and
lyft and these companies every aspect of our experience inside the car is
connected it is connected in more ways than one far more so than it used to be
in the old taxi cabs and that the computing that the digitization of our
experience is making its way into the physical world such as cars but it is
also being reimagined digitally as well on the left-hand side especially in
virtual reality there is a tremendous amount of very exciting work going on
that is a picture of Nvidia’s holodeck it’s a a high-definition VR
collaborative environment where people can work around sit together and be
around a an artifact like in this case a car an engineer together work together
in from large distances in our own work that we do together these technologies
will have a profound impact on how teams come together outside you will see some
great examples of how new VR and AR experiences can connect life cycles of
products it is there is a beautiful engine a 1/4 size replica of one of the
new Boeing engines that is out there with the tangent of course is
manufactured in a completely new kind of a way but the entire lifecycle of the
engine is now connected and it is possible for not only the support people
but also the design engineers to actually have an interaction with an
engine throughout its entire lifecycle you can get rid of the notion of a
manual you can completely reimagine and integrate with a particular machine with
a particular instance of the machine across this entire lifecycle and we have
a great demonstration outside that kevin has done of that that we have done
together with together with GE in fact if you think about the very notion of a
manual it is more than 100 years old there is no need for manuals anymore
there is no reason for us to have manuals in today’s times in fact and
when you think about why does the manual even exist it exists because of a
fundamental inefficiency in our ability to interact with individual products if
you think of a complex product like an elevator or an engine it is the reason
we need manuals is to categorize the products for our own convenience not
because but in digital times in connected times you can actually have a
specific interaction with one particular engine as it goes through its lifecycle
and engines live for decades and they go through massive amounts of change or the
that lifecycle and having a manual for a particular category of an Indian a
particular class of an Indian actually makes no sense when you can have a live
conversation with a particular engine and so connectedness is changing the way
we interact with reality not only with the with content that is in the digital
realm but even with the physical reality around us and of course that can change
the experience of the people in very fundamental ways and over here I have an
example a new company in England that just got funded it’s called farm draw
and it is a a company that connects people directly to farms the new
farm-to-table movement you know where you get food from from farms and you can
order something spinach or potatoes or eggs or meat or what have you
directly from the farm go and pick it up arrange for some sharing service to
deliver it to you they even have small highly agile warehouses where they can
temporarily store things for some as a buffering mechanism but it is a complete
disintermediation of a huge value chain by connecting and bringing you in direct
contact with the region with local forum so a pervasive digitization of the world
around us is leading to completely new kinds of experiences and new kinds of
connectedness and this is one part of of what is going on this is the end user
oriented part of what is going on when we think about the feasibility the
engineering of what is going on it is very clear that underneath this great
digital transformation what is fueling this is the unprecedented infrastructure
evolution the digital infrastructure revolution we are nearing the end of May
of 2017 in two months in July it will be 52 years since
Moore’s Law and I have written Moore’s laws here even though more of course
wrote one paper because I believe that there are several modes laws not one
this is about exponential improvement in price performance and that happens in
pretty much any aspect of of digital infrastructure I think Moore’s Law and
the implementation of Moore’s Law is one of the great achievements of humanity
for the first 40 or so years of Moore’s law in fact did better than what more
predicted Moore had predicted doubling every two years I think in the first 40
45 years of Moore’s law the engineers at Intel and other companies had figured
out engineering achievements to deliver the doubling at around 18 months not
even two years it has slowed down now because manufacturing technology is
starting to reach its limit it is becoming incredibly sophisticated and
expensive here I have up here that second picture is the new seven
nanometer wafer from TSM see this is the first one of the first wafers that were
produced on the seven nanometer process back in 1989 I was a summer intern at
Intel in the artificial intelligence lab that Intel had gene Myron used to have
an AI lab I did some really one of the over the three months somewhere I did
them piece of work that was that I’m still is one of the things that I am the
most proud of in my life and at the time we were working on the micron process
Intel had just launched the submicron process a micron is a thousand
nanometers it’s a micrometer today we are at seven nanometer so to go from a
thousand nanometer process to a seven nanometer process in 27 years 26 years
that’s an incredible achievement the next phase after this it will
probably go down to four nanometers over the next seven or eight years the
at four nanometers you are basically at the limit of current manufacturing CMOS
manufacturing for silicon that means but of course a silicon atom itself is about
half a nanometer in diameter so at four nanometers you are at the width of eight
silicon atoms so you cannot go much further than that
so people say that Moore’s law is ending but of course it is not ending it is we
still have eight more years so that means three more two to three more
cycles of Moore’s Law that means we can already sitting here today predict that
in the next seven to eight years computing is going to be eight times
more powerful cheaper than it is today I was talking to someone yesterday about
the farm of machines at Sun that rendered the movie Toy Story in 1995 and
how the Samsung Galaxy seven has twice the power of that entire form of
computers of the room full of computers the human brain is wired in a way that
we don’t comprehend exponential curves very nicely the N Moore’s law has of
course had 50 cycles or over fifty-two years roughly 25 cycles of improvement
so that is doubling 25 times over and over it is even though people are now
starting to understand I find that business types CEOs generally now
understand what Moore’s Law is and that computing is improving exponentially in
this way but we still don’t comprehend what it really means that the idea that
7 years from now this is going to be eight times more powerful is something
that we still don’t quite have a grasp on the impact of all of this of course
is is extraordinary on the left is a picture of one of the AWS data centers
that there are hundreds of these data centers that AWS has around the world
Amazon Web Services this one has between 50 and 75 thousand servers
ah collectively a double us of course has millions of servers and the it’s
amazing I was talking to Andy about the size of AWS and he and I started working
together 11 years ago when he WS was just had just started and I had done
back then I was at sa P and we had done a first prototype of running and s AP
system on on the Amazon Cloud and that had helped give Andy and his team the
confidence that there was a strong enterprise case for AWS and we were just
talking the other day about what AWS is sighs just to get a sense of a delicious
as it’s started off as an excess capacity from Amazon coms own computing
it is now more than a ten billion dollar business in its own right and every
single day every single day aw has adds more computing networking
storage capacity then the entire Amazon comm from 2009 in one day so it is
hundreds of times bigger than the infrastructure that is underneath the
main Amazon website which itself is of course as you know one of the world’s
biggest computing communities so it’s it’s staggering the amount of
infrastructure that it is possible for us to make available to us and yet
whenever I think about loading the cost of computing or lowering the cost of our
IT landscape I see that that idea in a very fundamental way misses the point of
what the computing revolution is all about this year of course when you start
to think about post 2025 and what is going to happen to computing this is in
AI technology these days is a lot of about a lot of it is about neural
networks and large-scale neural networks of various sorts and executing training
neural networks and then executing them after they have been trained requires
computing of a different sort of forms and so over the last few years
the GPU technology has become extremely popular and even the neat news are not
efficient enough to run many of these new kinds of neural networks so Google
has made their own processor this is called the TPU to processor they
launched it last week here in San Francisco the TPU processor is something
like 30 times more efficient than a GPU in in executing tensor flow libraries
and AI libraries so you can think of this as kinds of an architecture that
will take us beyond Moore’s law up there that is a picture of Jane Hayes ler
Jennifer Heiser is a professor at Georgia Tech and she’s holding a
neuromorphic board it’s about about that that size and one of the biggest
impediments now in data center efficiency is power power consumption
even the power consumption per unit in infrastructure has gone up by three
orders of magnitude over thousand times better at power efficiency now than we
used to be in the mainframe time and nonetheless when you think about the
post current Moore’s Law world we will need to deal with power so she has been
she and her team have been working on these neuromorphic boards and these are
eight orders of magnitude more power efficient eight orders of magnitude is
100 million 100 million times more powerful in terms of power consumption
meaning they use less power and that gets to the level of our own brains
consumption of power and you think about 2,000 calories that we eat in a day and
how that powers the computing infrastructure that we have up here the
kind of power consumption that you need is not going to work with the current
generation hardware the point of all of this that I am trying to make ladies and
gentlemen is that Moore’s law the current Moore’s Law will live for eight
more years and engineers like Jen have figured out ways to make it continue
well beyond that which means that for the rest of our lives we will see a
double in price performance of computing and so
the question we have to ask ourselves is what does that mean for us what are we
doing as a result of that knowledge what are you doing as a result of your
knowledge that five years from now you will be able to procure the same
computing if you know six times more powerful than it is today or cheaper and
generally whenever I see long term plans that companies make I never see this
kind of an assumption I routinely see seven year RFP is five year RFPs and
they talk about maintaining things for the next seven years but they never make
the assumption almost never less than one percent of the time that we know
already that in 2024 when this particular project is going to end
computing is going to be eight times more powerful so and the other dimension
of course of this computing is the pills that I have up there
there is a complete computer on top of the pill that’s a regularly sized
medicine kinds of medicines that we eat of course one of the problems in
medicines is the fact that we don’t have a good handle on compliance we don’t
know when diabetics or people with long-term chronic disease take their
necessary medicines so of course putting an edible sensor inside the pill is a
great example it’s a great way to keep track of when people take their
medicines and so forth and other measurements the acidity in the blood or
in the in the stomach or you know the temperature of the body or the humidity
in there or who knows what the computers want to measure when they go inside
there so miniaturization the smallness of computing is the other dimension of
it this is a computer that’s about a cubic millimeter in size that is that is
edible that is possible to attach to an individual pill and soon this effect of
Moore’s Law is also going to be that it is going to become incredibly cheap and
incredibly small and incredibly easy for us to attach a computer to every pill to
every leaf of every tree to bury it by the bucket in the concrete
that we drive on and so on and so forth and this incredible advance in computing
together with the extraordinary improvements in user experience and
connectedness are making it possible obviously for our businesses to become
completely disrupted easier than ever it is becoming Tesla recently became more
valuable as a company then pretty much every except for a handful pretty much
every automobile company the we look at disruption in industries and the two
things that I talked about earlier are enabling that and that complete
disintermediation that complete elimination of many kinds of prior work
or automation of it for that that needs to remain or improvement of the
efficiency of it is creating dramatic new opportunities and what is going on
there I have tried to capture this in a simple picture some of you have seen a
variant of this before in the physical world we have an efficiency between
production and consumption there are many many layers and every layer every
intermediary feels the need to add its own value feels the need to add its own
bells and whistles fills the need to add its own piece of the pie in that value
chain sometimes we are that intermediary and the result of that if you think
about it objectively is inefficiency it is opacity in understanding demand in
understanding consumption in understanding feedback in understanding
reactions in understanding price and price efficiency and price relevance and
of course in the digitally connected world that is fuelled by the exponential
improvements in price performance of computing there is no such thing there
is complete disintermediation that’s the world of bits there is a direct
consumption between the connection between production and consumption I
mentioned the example of farm bought farm drop the direct condemned
connection to the farmers the we had we talked about bicycles earlier when you
drive around Beijing these days or Shanghai you see these bicycles there
are yellow ones orange ones and blue ones one of these companies these are
all bike sharing companies you can go wave your smartphone at a bike and take
it for as I drop it wherever and then somebody else takes it and so forth
there are hundreds of thousands of these bikes littered around Beijing and
Shanghai and other Chinese cities the first one of these was a company that
for a 99 RMB deposit it’s about $16 you could you could put the deposit in in
your in your Alibaba account or on your waiver or WeChat account and you pick up
the bike and you go and one of their business models was that decided to take
the deposits and essentially became a bank because millions of consumers put
their 99 RMB deposit in there and this was money that was available to them and
of course then to disrupt them another bike bike sharing company showed up and
because these guys had access to the purchasing history of consumers and
based on their digital lives they actually had no deposits they chose to
afford to take the risk of maybe 5% of the people will do bad things to the
bike or get into accidents and stuff like that and so there is actually
without any deposit you can go and pick up the bike and drive it somewhere and
so so it is we live in a time where while all these opportunities are
available to us they are also available to our competitors and they are also
available to upstarts who are absolutely new porno forms about coming into our
industries and disrupting the hell out of them so this is my in a nutshell
characterization of what is going on so what are we to do in the face of this
kind of change this kind of opportunity especially if we are traditional
businesses with a long history and my sense of that is that there is a very
straightforward strategy that applies to all of us this is of course the strategy
that Infosys has been following but it is a strategy that applies to everybody
Arthur Koestler wrote about this in 1964 in a beautiful book called the act of
creation where he thought about what it meant to be creative what it meant to
create things to make new things happen and he talked about this idea that
anytime we do something new anytime we create something we know it there are
two different claims there is a plane of what we have known the plane of where we
have been and innovating in that plane and he called it the pink plane and then
there is a disruptive plane which is the some piece of insight when we try to
walk around in the pink plane and try to see how we can improve things and bam an
idea hits us and takes us out of the realm of what we have known unlimited us
in some sense if you will and takes us into a different plane something
unprecedented the blue plane something that we have no vocabulary for something
that is completely new to us something that we did not do before and so in that
duel and he is a very important point that these two planes are not
inconsistent they are self consistent but they are habitually different what
does that mean the two frames obviously are are consistent to each other because
we can have the renew and the new coexist inside one organization these
people don’t kill each other but the habits of these two kinds of
innovations are very different because the habits
the world where we have been unknown to us we have vocabulary for it we can talk
about 30% improvement in this or 10% caps in that or 50% increase in that we
don’t have any such vocabulary for the new stuff because nobody knows what it
is it is something that we have never done before and inevitably our
temptation is to characterize that in terms of where we have been and actually
that is wrong so this duality of simultaneously executing the renew of
what we have known and the new that we have never done before is there true
innovation lies and it does not mean that in your company there is a new
department and there is a renewed department every one of us can do both
at the same time every unit every organization every team in fact every
individual can be carrying out simultaneously the renewal of all the
things that they used to do before and new things that they never did before
but it is this the importance of understanding how these two form
themselves and one of the most important things which people don’t realize even
the ones that carry out this in you and in fact a lot of the companies that are
going to transformation these days have understood this point and if you look at
their reports their quarterly report their annual reports you will see this
that they talked about the fact that there is the declining business and they
measure that and they improve the efficiency on that declining business
faster than the decline in the business and then they have the new businesses
that are growing faster indra from pepsi she has a characterization of new
products and she reports the revenues from products that are less than two
years old or less than one year old and so forth but inevitably the foundation
of the renew plus new is the foundation of culture and what does that mean and
that is what that means is the the fabric that binds together who we are
what is it that we do I once spoke to more than I went to see a a very
distinguished financial organization in the Midwest it’s been around 450 years
and we asked the Chairman what is it that has been common in your company for
the last hundred 50 years and it says we believe in broadening financial security
to our customers and if you think about providing financial security to our
customers there is no technology there it is something that was as relevant 100
years ago as it is today it might be that you use blockchain and Bitcoin and
virtual reality and Robo advisors and so forth to provide that financial security
maybe 100 years ago it was about something completely different and
people showing up in horse carriages to your house with you know reports of what
was going on from newspapers around the world or what have you but what is it
that is timeless that helps us be true to who we are that binds us and when you
think about this it ends up inevitably being about culture about our purpose
about learning and things of this nature so let me give you a quick update on
where we have been on this journey renew in our world is about renewing
everything that we do and to renew that continuously by the way in case you have
been wondering that beautiful video that is playing as I speak on the right hand
side it is a I have long been after the slow motion capture of flowers blooming
and Sanjay our magician a design head he found this gorgeous video that someone
put together painstakingly over two and a half years or something of a lots and
lots of flowers blooming and it has been painstakingly stitched together so these
are actual videos of flowers blooming of various sort and that we have captured
and the video itself is a four minute long video which we have slowed down
the duration of my talk so they say slowdown of a speed-up of actual flowers
blooming and the screen itself is amazing this is 120 foot wide screen
full of LEDs and we were thinking about ways off there is a beautiful picture of
confluence of rivers over there again keeping with the confluence I know there
are many of you who routinely conjecture about what is going on with the shallow
slides and so this is what’s going on anyway back to the back to the renew so
in all our service lines in all our work in all our software ravi who is here he
has been pushing this agenda this dual agenda of automation and innovation so
automation is straightforward we want to automate as much as possible everything
that we do so over the last year we just finished our financial year in the past
year we did more than 11 and a half thousand people that we saved as a
result of automation so if you look at our performance we grew by 8.3 percent
in constant currency over the last year but the number of people that we grew in
the company was something like we added six thousand people in the company
compared to seventeen thousand people the year before so which means we even
though our revenue grew up by grew by eight point three percent so this is a
great example of how our own implementation of automation in our work
has led to a significant improvement in productivity for us and obviously also
for you so we want to do much more of that and that automation is about
bringing in tooling IDP that I have written here is the Infosys developer
platform this is our own collection we have 150,000 software engineers this is
our own collection of experiences around the best lattices in software
development that we are collecting into the IDP and 30 of you are trying this
with us right now I would love over the course of this
year to bring this to every one of our engagements with all of
you and of course our Nia platform variety we have now more than 150
engagements of this across 50 clients and this is at the heart of automating
the work that we have done on the the work that we have been doing for for a
long time whether it is maintenance or run operations business process
management verification any of these kinds of services but the automation is
not only about automation the duality of automation is innovation and innovation
in the services means innovation at the grassroots and one of the things that I
am the most proud of of the last three years is the work that we have done in
something that we call zero distance and zero distance is a very simple idea of
bringing innovation to every single project that we engage in and I’m really
proud we actually got to we have more than 95 percent coverage meaning in more
than 95 percent of our projects there is some zero distant idea or the other and
in fact we reach this 95 percent coverage within a year of launching
zero-distance we just finished two years of it so it has sort of it has become a
a cultural movement a culturally a basically accepted way of working with
an emphasis that in every project we don’t just do what we are told we think
of something innovative and we have thousands of these the 15,000 that we I
have here refers to the 15,000 ideas that the teams have come up with across
the 9,500 master projects that are going on in the company and the 2,000 that I
referred to here is the 2,000 implementations that we have already
done in your landscapes and so what-what Ravi has been doing over the last year
since we already achieved that level of coverage is to take it beyond that and
going to really deeply understanding the health of projects at a very in a very
decentralized way the CW RF in case you are wondering Martin Luther King had
this wonder good he used to say that if you cannot
fly you must run if you cannot run you must walk if you cannot walk you must
crawl but whatever you do keep making progress
so that is crawl walk run fly and that is a metaphor for the kind of
improvement that we want in the project we want everyone to at least crawl and
we want many of them to walk and run and we want some of them to fly and we want
progress in every single engagement that we have with you and zero bench is the
mechanism that fuels that zero bench is our AWS zero bench is our uber we have
at any given point in time even with 83% utilization we have eight thousand eight
thousand five hundred people who are on the bench and coming from a product
company I always found that concept to be to be amazing that we have nine
thousand people eight thousand people on the bench so we implemented this
marketplace within the company to bring people who are on the bench to do
something interesting and again within less than a year people came up with
ideas to keep more than the entire bench occupied now that number of ideas has
gone to six times the size of the bench we have forty thousand projects that
people want to accomplish with these eight thousand people on the bench and
as a result of all of this the utilization of the young surgeon oh one
of the interesting ironies in services companies is that the youngsters are
usually the ones who are on the bench and because you know they are on the
bench because they don’t have experience and they don’t have experience because
they are on the bench so this has become a great mechanism for us to break that
vicious cycle and get them out of there so this is our own renewal has been
powered by this combination of automation and innovation and these are
two examples of that and many of you have recognized this this is a quote
from from Nelson Hall around who looked at our renewal in detail and wrote a
wonderful report about that and the new is of course things that we
did not do before so if I look at the last two and a half three years we have
launched something like 25 into services that we did not have before they’re in
nine categories and over the course of these two days please go and make
yourself familiar with these many of you are already working with us on these
these are areas that are new to us that are new to you that are growing
dramatically where there is a tremendous need whether it is modernizing the
existing infrastructure legacy infrastructure mainframe infrastructure
Sandeep mentioned HPE we have a tremendous partnership with HP
Enterprise on mainframe organization to the cloud to the private cloud and so
forth also with AWS and and Microsoft and and others at the AWS event last
year we did a awake for many of these mainframes some of these men’s names are
50 years old and I know they are amazing machines but you know I mean after 50
years it is time to to put these machines out of their misery one of the
great insurance companies had a system one of their critical systems running on
a mainframe from the 1960s from before I was born and and I told the head of
operations is a friend of mine and I told him you know it’s time for this to
go man come on so I know it is not easy and these are incredibly complex and
important systems but really by liberating them we can achieve a massive
massive savings and improvement in experience and so forth and the cloud
ecosystem cloud infrastructure for new things cloud applications for new areas
for for especially for digital areas the work that we have done in digital
Factory and the Internet of Things all the stuff that you see outside working
together with software vendors in bringing their software into our
services many examples like this of course from the SA P and Oracle
Microsoft and many other software vendors but also a new ones like
ServiceNow and and in similar products that we are
bundling together with our services to create a an integrated experience so
these 25 services in nine categories if you see Ravi walkin around please stop
him and ask him about this I’m really excited about this and of course new
software the productivity improvement in our own work has to come from new
software so you have all heard about the software work that we have done with Nia
Java and edge and Taniya and more is on the way one of the things that I’m very
excited to announce his / winner who is sitting right here for Windows you’re
the new head of all of our software work so all the software work we have on the
new software work we have bundled together into one organization that
foreign that is now responsible for and the work in the strategic design
consulting that we have done with many of you we have done now around 50
engagements of strategic design consulting where we work together to
identify the true future areas of your business and that is something that I am
really excited about in terms of the new ecosystems that we have been building
I have periodically been updating you on this today we are Sunday I’ve already
talked about HP Enterprise meg is going to be here talking about the work that
we are doing together and we have done some really exciting work with our
friends at Adobe in rethinking digital experiences and in fact let me call
onstage the CTO of Adobe Ave Ave come on over thanks to shell so women when everybody
talks about digital and there is a tremendous fascination in our industry
with digital as if the software that we write is for anything other than digital
computers you know many people and infill is here and fillers ask me you
know which I’ll fill I’m talking about you man
the we why don’t you talk more about digital and I said you know because we
stopped writing software for analog computers a long time ago all the work
that we do is for digital computers but anyway joking aside when people think of
digital one of the first names that comes to mind is Adobe and we have a
tremendous partnership so way talk about what you are seeing how you are
approaching digital and and the work that we are doing together ok thanks
Michelle morning everyone thanks for having me great to be here to talk a
little bit about partnership with Infosys and Adobe
I guess in terms of digital as we could have jointly routinely talked about of
customers first of all the rate of change that’s happening in digital
technology that’s mostly driven by a lot of the trends that we shall talked about
this morning is just simply accelerating the pace of change at a level that we
haven’t seen before whether it’s new devices new immersive media the massive
explosion in infrastructure in compute and data the blurring of digital and
physical worlds it’s actually opening experience frontiers like nothing we’ve
seen before now as consumers we love that but we as
businesses are also actually struggling in many cases racing to stay ahead of
these customer expectations it was interesting to hear we shall talk a lot
about the Moore’s law I actor also have a background mostly in
the hardware side of the world originally but at Adobe these days we
actually talk about a little bit of a different kind of Moore’s law we talk
about Moore’s Law of experience and really what this is is as consumers we
increasingly have expectations from brands that we do business with that the
type of experience they deliver has to double in its quality and effectiveness
with us as consumers every 12 to 18 so as a business you have to really deal
with these skyrocketing expectations of customer experience and we think
entirely how your business is wired in now at Adobe as kind of work we have
been doing with Infosys over the years as some of you may know we went to our
own business transformation and our own journey of kind of reinvention of the
experience we’re not only degree reinvent the business model for our
company but really go much more direct in dealing with consumers and our
customers and so part of that journey for us was to reimagine a modern
platform for a modern experienced business a platform that centered around
marrying corrupt art of content with science of data it’s interesting to hear
the theme of confluence for this you and we really think a lot about kind of
confluence of amazing compelling design with this blending of that with deep
intelligence and data and doing so at scale to deliver completely new
experiences and in terms of our work together about any thoughts on that how
we are bringing together the experience the software from Adobe the services
from Infosys yeah I think I mean in many ways and we shall hunt on world leaders
should be Weatherby we talk a lot about even though we are a software company
and as kind of Michelle said in his background I’m a core product guy but
really as we talk to customers the reality of this digital transformation
that the hardest part of this journey for customers is really not technology
frankly though we build technology and we think technology is kind of the
be-all end-all in some ways but it really isn’t and in many ways what I see
in talk to customers is the transformation they have to go on they
need a partner who can deal with the complexity of the existing systems
somebody is going to redesign their entire business process from their off
back office and mainframes that you talked about to more of the front office
customer experience and last but not the least the hardest challenge of all is to
retool your employees train them kind of drive them towards new skills and
experiences and so that organizational change is actually one that we heard
about so for us at Adobe we realized a while back
even though we can build amazing products we cannot do it all especially
as companies look to partners who guide them on the journey so for us the
Infosys partnership has been phenomenal so far but especially as we look ahead
it’s going to be probably be even more crucial in our core DNA and strategy as
we go forward wonderful thanks so much aware wonderful
to work together with Adobe and thank our enemies it be here so working
together with Adobe you know one of the amazing skills that we have at an
emphasis is the ability to teach at a massive scale and one of the things that
it has been a lot of fun working with the Shantanu and eBay and Todd and Brad
and the team is really bringing a massive education on not only the
individual products but also the entire digitization experience of the customer
experience to a large scale the last year at confluence I announced mana our
AI platform over the last year we we brought the AI technology to IT and as
we I mentioned earlier the 50-plus engagements and 150 plus scenarios that
we have implemented on that those 50% agents and as we brought that to life we
realized that even though the original purpose that we had designed the
platform and the tooling for was around simplifying IT automating parts of IT
maintenance operations and so forth that really the business applications the
breakthrough business applications was a was a huge opportunity and so I’m really
excited last month we announced Nia our AI platform that brings together all the
work that we were doing before as well as many new capabilities the script
writing and tooling from so-called robotic process automation area new
forms of going deeper into the process with OCR and voice technologies many of
the rule technologies for capturing scripts and things like that
we made a small acquisition of the technology of office Kitely a company
that is a has tremendous expertise in machine learning and all of these
capabilities are now a part of of the NIA platform and I strongly encourage
you to to take a look at this during your two days here Sundy wanted me to
plug the three three three for Nia three months three scenarios live and the
third three is something sunny can tell you what the third three is I think it
cost you three hundred million dollars or three billion dollars the here is a
quote from Phil I mentioned Phil earlier on Anya and many of you know about our Panaya
software for simplifying the upgrades testing the upgrades for complex
Enterprise landscapes and one of the things that the Panera team is really
proud of announcing today is the is the product RDX we are bringing Taniya now
to the cloud services to cloud applications so starting with with our friends at Salesforce and it is it expands the
utilize the the notion of Swapna as an amplifier for testing and automating the
upgrade process to one that is not just limited to when the upgrades happen but
a continuous evolution in the world of cloud things are connected business
users are connected directly to the cloud systems so we have a continuous
testing enabled by business users so it is a two dimensional evolution of the of
the Panaya products towards on the one hand bringing them to business users who
use cloud services and on the other hand to a continuous usage across the
lifecycle of the of the cloud service so really excited about that please take a
look at that and from our edge team one of the things
that I’m really proud of the edge work framework with this weird name that I
will not even bother pronouncing but winter what is ie cloud dot IO this used
to be called the EVF the edge work framework what is wrong with the edge
work framework Jonathan are you here somewhere it’s open enterprise I see
well that make it much more meaningful because ie cloud just rolls off the
tongue doesn’t it we cloud dot IO it’s open enterprise ok open enterprise makes
a lot more sense but what it is is enterprise applications have long been
things that are far worse in terms of user experience in terms of the speed of
deployment the speed of change the speed of integration then the consumer
applications and other things that we have been that we have been accustomed
to and one of the things that our edge team the Jonathan’s team has been
working on is to really make it possible for developers to write enterprise
applications to modify enterprise applications dramatically more
productively dramatically more efficiently than was possible to do
before their goal was to improve the productivity by 10 times and so it is
all based on open open technologies open source technologies to dramatically
improve the agility and the speed of teams writing enterprise applications
and it is something that is at the basis of all of our software that we write it
is also something that is the part of the IDP that I mentioned earlier the
Infosys developers platform is something that we are really proud of so when you
think about software enabled legacy modernization or software enabled
application development and maintenance these tooling the OE Cloud pooling is
going to be something that we use to significantly improve the productivity
of our developers and in terms of our own cultural work we
have been working heavily on on process simplification our internal our finance
team Ranga is here I was here for our internal processes dramatically
improving the agility of our processes but really when we think about culture
the main element of culture is education and I have always been proud of the
Infosys culture of education and learning and learn ability the value of
learned ability that comes from our founders the but it is also important to
improve how we learn so these four things that I have written here the
interest is learning platform ILP the digital computer this is digital tutor
is something that we have enabled at Infosys where anyone at Infosys can can
create a small class on a small lesson on something on whatever it is that they
happen to be really good at or they feel like sharing with others and we have
tens of thousands of videos and these video tutorials on the digital tutor now
in the last one year since we launched it ILP is our own learning platform and
one of the things that we talk about collaboration and teams that collaborate
become exponentially more powerful than individuals so we really we exercise
this idea recently with a with a very simple experiment in our classrooms we
reorganize the classrooms so that four people can sit together and work
together on a problem and we saw some astonishing results on any given day
typically in our classrooms we have a most classrooms have 100 people some
have 200 people so on a typical day you might be by yourself doing the exercises
or you might be in a team of two or in a team of four and what happens is when
you are in a team of four and you do an exercise some amazing things happen in
programming for example you never make syntax errors because somebody else is
watching one of the other three will catch a syntax error
the syntax error rate drops to close to zero percent
from 71% if you are an individual the code is much more readable it is much
more concise and it is so it is the mechanism for us you know we can always
say there is a corporate value of collaboration and thou shalt collaborate
and so forth but when you sit together as a team of four and you realize that
no matter how smart you are by yourself when you are in sitting together in a
team of four you are much more powerful it in grains in you the value of sharing
of working together and little experiments like this that we have tried
we have an amazing new idea of a flight simulator of bringing augmented reality
and virtual reality experience into the classroom so that we can have a teacher
sitting far away and still have an immersive experience in the classroom
these kinds of things have been quite extraordinary we did together with
Stanford University’s Business School we did a global leadership program the
first of its kind for a company headquartered in India and the first 200
of our senior executives have gone through this and many of them who have
been in Infosys for more than 20 years have told me that this is the best
experience that they have had in the last 20 years at Infosys as you know the
governor of Indiana is going to be here later later today
Eric Holcomb and we have announced the plan to hire 10,000 people locally in
the US over the next 2 or the next two years starting with a couple thousand in
Indiana and what an integral part of that hiring is on-site learning it is
training and Sebastian from Udacity is going to be here tomorrow we are going
to create not only our own training centers but also work together with a
ecosystem of partners to make sure that the people that come in to the workforce
have the right skills of all the times so that skill development is something
that is fundamental to the cultural transformation so this is a
straightforward idea for how the dramatic advances in the times around us
can lead to a strategy for all of us and I have Union update
on my own execution along the strategy but it is something that I believe is
universal it applies to to all of us and the last section that I want to cover is
what does this mean for all of us what can this tangibly mean for us and I
think in a nutshell what it can tangibly mean for us is to be more you see this
phrase outside it can help us be more it can help us be more connected to what is
going on to be more aware of what is going on to be more responsive to what
is going on one of our endeavors one of our programs and Sundeep started this is
a 100 X program to take a process whatever process some value chain and
make it a hundred times more for more efficient more responsive more connected
when we look at companies today with the value chains largely in the physical
world and we compare them to the best value chains that we have seen and we
see that easily there is a hundred improvement that is possible 100x more
connectivity 100x cheaper 100x more of air and responsive 100x it is possible one great example from the CPG world is
craft rhymes and here is a quote from from Francisco or CPG companies
typically don’t work directly with consumers but you saw the example of
farm drop and it is necessary now to coexist with the world of retail
together with a direct engagement with consumers and here is an example of of
Kraft Heinz going 100x better by using our services and our scour platform to
connect directly and incredibly efficiently and quickly directly to
consumers so if you have been thinking about a way to do that here is a an
amazing example of that being more means more automated we have
to seriously examine the parts of our landscape that are relevant for the
future and those that are not relevant have to be thrown out before somebody
else forces us to those that are relevant have to be automated as much as
possible we have to be more automated they are more optimized more productive
in what we are doing you have to identify the productivity threshold that
gives you ahead of the declining price curve that applies to our traditional
business ten years ago when the iPhone came out there used to be the saying
that there must be an app for that one of the things that we have put in
place inside our own services organization the ravi has put in place
is there must be a tool for that to create a culture where we not only do a
job that we are supposed to do but to the extent possible we write a tool to
do the job that we are doing that switch that evolution that the parts of my work
that are mechanised able I will write a tool for no matter what that rule is
it’s something absolutely crucial Sebastian I met the ricean yesterday the
founder of Udacity and he’ll be here tomorrow morning and he talked about how
one of his engineers looked over the shoulder of the salespeople in the in
the company and actually wrote a tool to figure out using neural networks what
conversations led to conversions and what did not and he wrote a tool for
that and he said that his convergence improved by 60% or something like this
you can ask him tomorrow an extraordinary example of there must be a
tool for that Nia for Operations Nia for IT is one of these extraordinary tools
for that and there is a full spectrum where we can apply this there is a term
these days robotic process automation I am not such a fan of this term but be
that as it may there’s nothing really robotic about it
it is a bunch of scripts frankly similar to Excel macros and so forth
the the idea is that you take an existing landscape an existing process
and keep the system’s the applications the same and you simplify the work that
people do around them the service agents and so forth by using robotic process
automation to create little scripts that execute those activities automatically
and the scripts have to be somewhat intelligent so that if the underlying
application changes or the process changes they don’t break you have a good
way to transfer them and so forth so we have had a tool for that called as a
stage and that is now a part of the NIA family that does that and you can go up
the chain of transformational intelligence from there capturing
standard operating procedures into more complex
roooar a rule-based scripts and procedures to understanding large
amounts of data with machine learning taking complex decisions doing complex
analytics voice based interfaces and so forth and finally to understanding
complex areas of business like compliance to regulatory policies and
things like that and bringing the power of AI into that and there are some
amazing application that we can put together in those areas for example we
worked with a with the larger logistics company in automating the regulatory
documents that they had for HR and and simplifying those dramatically people
cannot hold hundreds of regulations in their head at the same time our brains
are simply not capable of doing that and and we did this amazing project with
this company to understand that regulatory infrastructure in tunia and
then make it possible for the managers to are to figure out you know in a
unionized regulated work environment what the obligations are when people
on jury duty or overtime pay and things like that so there are some amazing
applications that are possible for you know of neon and of AI in general to
help us become more automated or more productive more optimized and here is a
quote from Cheryl the CIO of AD and she’s here around the work that they
have done with us and the results that they have seen all of this helps can
help us become more innovative people ask me often about the impact of AI and
what that means for us with the rapid advances that we see in AI I think it is
safe to say that anything repeatable anything that can be mechanically
articulated that can be precisely articulated is going to be done
automatically in our lifetimes for sure we will see AI technology evolved to the
point that anything that we can precisely describe that we can precisely
articulate will be possible to do automatically so the question on the
minds of lots of people these days is what happens to us what do we do this is
the question underneath the big skills debate of our times
this is the question that is underneath what is going on in the u.s. what is
going on in the many geopolitical discussions around us brexit and in
India this is a big question around the future of the youth there is a huge
amount of unemployment among engineering undergraduate in India large pockets of
populations are isolated from society in many parts of the world the way I see
this AI it scares us because it is about our brains about our mental abilities
not only about amplifying our or physical ability we would not think
of competing with a with a truck we would not think of competing with the
train or an airplane we would not want to fly or travel as faster than the
airplane can with our legs it just sounds absurd and yet we are
offended when the world’s best go player loses to a computer I think it is
because somehow this time around it is not only about our manual abilities but
about our brains that it offends us but in reality it is no less an
amplification of our abilities then the robot that throws a car into a vat of
paint and brings it back out within three seconds something that even 40
people put together to not do so the great amplifying of our ability because
of AI the unlimited of our ability because of AI is what it is all about
the automation the AI can help us become more innovative
if problem-solving is going to be done by machines then problem finding is the
human frontier this is the basis on which we steer in forces I believe this
is the answer to the skills question in general that we must all become more
innovative we must all deploy the automation technology to amplify our
ability so that we may focus on that which makes us more creative to exercise
our creativity to exercise our ability to innovate and that innovation in our
organizations needs to have no bounds it can be grassroots innovation done by
everyone zero distance is a great example of that
or it can be breakthrough innovation that we engage in design thinking and
great new applications of AI a bi talked about that adobe has been working on by
using design thinking to identify important problems and then implementing
those problems that we find great application for those problems is what
each one of us can do we can work with you on this exercising design thinking
to identify some of the most extraordinary applications we had this
experience with a bank recently but they had a team of lawyers that would read
NDA’s non-disclosure agreements and identify exceptions in india’s in some
cases and then check to see if the exceptions are ok to accept or not and
they asked us to implement that with nia and we did that and it works with close
to hundred percent accuracy we can we learn from a whole bunch of example in
DA’s and then automatically nia can detect where the exceptions are and
whether the exceptions are ok to accept or not and it frees a few lawyers from
doing that work junior lawyers so this is not IT administrator the file system
administrators or people operating a business process sitting in a call
center this is lawyers and I recently asked our team who met the customer and
the CEO is a friend of mine that what happened to those lawyers that they are
doing more interesting things so I had fully expected that you know they got
laid off or something but actually they moved on to more productive higher value
work and obviously there was enough of that so I think that the duality of
bringing automation to do the work that we already know about and use that to
become more innovative is what is at the heart of what we must do and that can
apply to the grassroots and that can apply to the breakthroughs the pink
plane and the blue plane here is an amazing example of a project that we did
with one of the top business schools in China the more details of this are
outside if you are interested this is the Fudan school in shanghai where we
did a three month long strategic design consulting exercise to imagine what
futon would look like ten years from now and the Dean himself was the sponsor of
this work and it was a really amazing piece of work and there is no reason why
all of us cannot do something similar being more can be about being more agile
more decentralized more entrepreneurial zero-distance is about innovation at the
grassroots but it is also about us as a company becoming more agile more
democratized the if you look at the fortune 500 over the last 10 years
something like 35 percent of the fortune 500 have gone away and not there in the
fortune 500 anymore in the top five companies in the world by market cap
their market cap has grown by six times in the last ten years these are all
technology companies and of course you ask yourselves why isn’t everyone a
technology company and typically large companies ask this question of why are
we not innovating why aren’t big companies innovative and then we hire
consultants and consultants come and tell us that the middle management is
broken and it is always the middle management that is broken and we pay
millions of dollars to consultants to tell us that the middle management is
broken and it’s not the middle management it is the fact that there are
large parts of the organization that are not in contact with the outside world
smaller agile companies are in contact with the outside world but when you
think about this you realize that it is possible for big companies to also be in
contact with the outside world and zero-distance the reason zero distance
is called zero distance is because we want our people every one of our people
as much as possible to be in contact with the outside world whether it is
with the end users the desirability whether it is with the software the
feasibility or the sale the economics the value the viability so in being in
zero being a zero distant enterprise is about
being in contact with the outside as much as possible increasing the surface
area of the organization any long-lived organism or organization has this
attribute that maximum amount of that organization is an outside contact and
finally how here is a by the way one of the interesting things about zero
descent that has happened is that many of you who have experienced zero
distance in the teams that work with you have actually come to us and asked us to
implement zero distance within your own organizations and many have seen the
results of zero distance here is a great example from a on from from a on
affinity of how zero distance impacted the work that we do with them and
finally being more ultimately is about being more educated my wife was an our
runs the Infosys foundation in the US and they have an event going on here
crossroads I think upstairs or downstairs but I’m
the same building and last year she did a speech where she found this amazing
statistic that in the dark ages six percent of the world’s population knew
how to read and write when the dark ages were going into the Middle Ages six
percent of the world knew how to read and write the literacy rate for six
percent now it is 83 percent or something like this but when you think
about the computer as the new literacy authoring programming a computer as a
new literacy half a percent of the world’s population knows how to program
a computer 0.5 percent and that is if you are being generous if you count
Excel macros and robotic process automation scripts actually true programming is something
like 0.25% or something like this IDC has the number on this so in that sense
we are still living in the dark ages of the computer age and when you think
about the tech companies and interested in in many ways is a tech company how
many of the employees know the technology is the skills that determine
our future what is our coverage of that we have to ask ourselves this question
honestly how many of our it doesn’t mean that every one of us has to become a
geek or something like this but how many of us are aware of the skills and the
technologies that define our future what is our coverage of that what is our
breadth of that my breath I mean how many of those technologies do we know
and by depth I mean how well do we know them how many of our people have
exercised for more than 10,000 hours those skills you know there is a study
that 10,000 hours of deliberate practice makes us a world-class expert in
something it’s not just 10,000 hours of doing something but 10,000 hours of
deliberate practice so we have to ask ourselves this question and one of the
things I am really proud of our HR team is that we have done that inside Infosys
the coverage the breadth the depth we know the people who have been at zero
distance for more than 10,000 hours and we know the ones out of those that have
excelled there are only 875 people out of our 200,000 in photons who have been
in outside contact for more than 10,000 hours and have had the highest level of
performance throughout those 10,000 hours there are 1,900 who are who have
that high performance or 70% of the time and 10,000 hours and and so on we have a
5,000 our group and so on we have to ask this question every time I see a client
I’m a management team or a board that I present to I asked this but how many of
the workforce are have the skills that are necessary for job
and that means an emphasis on learning on education not only on learning but
also on new ways of learning and here is a quote from Sebastian I mentioned him
already now three times and Udacity of course the work that we are doing with
nano degrees and Udacity with Coursera with EDX with little site with companies
like this that are rethinking education itself is at the heart of this and in
the end all of this is about coming back to who we are my view is that far from
being a technology that makes us obsolete the technologies of our time if
we do them right are going to help us become more of who we are be more true
to who we are last year I showed a those of you who
were here last year at confluence I showed a digital farm that we built in
our office in Palo Alto a small one one of the CEOs of an agriculture company
challenged me that if we digitally connected a plant we would be able to
dramatically improve the agricultural yield he had predicted 30% when we built
that farm we found that some of the plants because you could water them a
thousand times in a day you could water them by milliliters you could give them
nutrients 100 times in a day if you wanted to you could control the light
the pH balance everything automatically as well as with human intervention and
you could do that remotely I’m really proud that in the last one year we
actually built such a farm at a larger scale in our Hyderabad campus and now we
have two clients Fatah and olam in Singapore who have
actually implemented that form and we are doing a lot of work with them in
this area and Rajesh is here he can talk to you about this in more detail and a
great example of an intubation that we started an idea and actually that has
since been implemented farming you know when I was growing up the Green
Revolution was a great metaphor a great example of human amplification of how
farming in India grew dramatically within our lifetimes to make India self
sustained in food and and so forth and it is very exciting to see the farming
itself as something that is going through such a revolutionary change and
the the kids that you see over there these are two kids from Carnegie Mellon
this is shunji on the right and an anon the left they made these shoes the
electrical shoes the foundation or the foundation in the u.s. created an
infamous program to inspire a sense of making among kids and these were one of
the winners of the first infinitives contest they got $10,000 or something
and they made these shoes and what do the shoes do they make you walk twice as
fast they lower the burden on climbing stairs on going up the hill it’s an
amazing example we were talking about the bicycle earlier it’s an amazing
example of amplifying our ability they have AI in it they use balancing
technology and things like that so that if you don’t if you drop in the wrong
way or your foot goes into a pothole or something they have ways to react to it
so they I built inside the shoe it’s an extraordinary example later this fall
they are going to release the shoe the first commercially-available version of
this it’s an amazing example of how a child how kids can do something
extraordinary in the times that we are living in so the more I think about the
times that we are in the technology all around us yes we work for organ
but we are individuals and just like these kids from Carnegie Mellon who
built this amazing shoe just with the powered by their imagination and some
technology it is possible for every one of us to take advantage of the
automation to unleash our innovation and to do something amazing Thomas Edison
once said that actually I think the code was if we did half of what we could what
was possible for us to do we would have found ourselves when I think about
confluence and unlimited when I think about AI when I think about the digital
times that we are living in and the fact that people talk about the pace of
change and I had this memorable thing that somebody said that the pace of
change is the fastest that it has ever been and the slowest that it is going to
be the thing that comes to my mind is that if we really put our minds to it if
we really put our imagination to it all of this in the end means that we can be
more of who we are then we can really unlimite and we can really do things
that will astound ourselves thank you very much yeah a couple of questions to the game well we actually finished with time for
questions the people with mics running around so please raise your hand
if you have a question any questions which are less people
think of questions of every year the pace of change is intimidating but you
come in and drive some sense enter into that world the two or three larger
principles end-user connectedness and user centricity Moore’s Law remain
constant but the examples keep becoming more and more astonishing where will
this end and next next year I mean we will assume the limit is our imagination
I don’t see an end to that for the foreseeable future you know just as we
continue to make discoveries in the large and in the small I think that that
is going to continue to happen the people often ask you know is this it
is this where it stops in Silicon Valley there was a long debate about Moore’s
Law ending and now we know for sure that there will be new architectures and new
designs that will keep this going well beyond 2025 so just as there is no
largest number in the universe just as we haven’t found the smallest particle
and we for sure haven’t found the largest thing in the universe I don’t
think there is a limit to where this talks me thank you the questions are all
right I think there’s there’s a question right there on the back left yeah
Michelle thank you very much for a very inspiring not technologically oriented
um you know talks you want to call it a lecture my company is a very service
oriented company and we use a lot of implicit services but we’re now getting
into the space of AI and machine learning and what we’re seeing is most
of our customers are really not exactly ready for AI they have this fear of
eliminating jobs maybe kind of automating things that people
are comfortable with so what would be your guidance for companies like us that
are working with Infosys to kind of bring education maybe and also marketing
material to companies like the ones that we call customers I think I think the
most important place to start is to identify some great valuable problems
things that matter things that you want to bring this technology to bear on
something that has been bothering you something that is of deep relevant
strategic importance that moves the needle on something that matters to the
company identify three or four problems like that and bring technology to bear
bring AI to bear on that and the skills the people they all form around the
around the real problem identifying the real problem is the most important thing
and our team we can help you with that with design thinking or you can do this
by yourself but my sense is that when there is a
john mccarthy the father of artificial intelligence used to say that
articulating a problem is half the solution so once you have done it sat
together with a few diverse perspective people in a room for half a day and
identified four or five important problems to go after that that proved
that entering into the new area everything follows from there thank you
any more question yep the general linear right up front
someone like available hi Cheryl hi Sandy my name is Prem Shankar
I’m from McKesson Corporation how are you unlimited the middle management as
you move forward with providing empowerment and autonomy and as the
organization has grown about you know beyond 200,000 inputs
what are you doing to empower and make them have the autonomy they deserve to
only unlimited themselves so there’s a wonderful question that we have a
project that has been working on for the last year called the next-generation
delivery construct where we bring them to the front lines we bring the managers
who have traditionally grown to be in a span of control kind of a mindset to
come to the front line and spend as much time with clients as possible so it took
200 of our senior managers and turn them into client partners who work together
with the field organization in bringing the the power of delivery to the outside
and similarly so we took five layers that we had in between and transformed
them into two layers without losing anybody by flattening the organization
making it more flat on the bottom and on the top and having more outside contact
and to do that then we have to enable the people give them the right skills
give them the right access of the Stanford GLP that I talked about and
things like that have been a mechanism to enable that and similarly having them
be more aware of what is going on making sure that the incentive structure is
aligned to that all of these are things that that have to be done there is a
large white goods manufacturer in China called higher the higher group and they
have done some pioneering work in what they called a reverse pyramid and so
when we did this when we did this work in flattening our own organization we
found that the management instead of being more about command and control has
to be more about enabling and flow of decisions or flow of information
unrestricted things unlimited things rather than about telling people what to
do because in today’s time with the speed at which things move to assume
that a leader knows more about an entire organization it’s completely absurd to
assume that the CEO sitting at the top of the organization is somehow the
smartest and the more we’re and Munoz more than what 199
thousand other people do it’s a it’s it’s completely absurd you have to be
the managers the leaders have to be enabler how to be creators of the flow
creators of the of the decisions and smoothening of things and the people who
are at the front lines have to be the decision-makers and this we have to do
this in order to these are in order to be relevant in these times thank you so
one more question if you shall very inspiring keynote a quick question for
you you talked about Nia for IT ops and also for lawyers are you seeing any
uptake in marketing for something like this where ai and automation are
changing the game in the marketing and yes I talked about this in fact the
aerobic sensei product is precisely about bringing the power of AI and
intelligence to marketing we do a lot of work in this area in understanding
customer behavior a deep sense of connectedness with the customers if you
look at the modern digital devices we know what is going on with these devices
in real time what people are doing with them we know I mentioned the example of
the car and now we know what is going on with the car in real time but if you
think about this bottle of water we don’t know what is going on with this
bottle of water in real time this particular vendor whose bottle of water
this was does not know that we shall had this on stage for 60 minutes and now he
has finished it and how long it took him to finish this and so forth but there is
no reason why when it becomes economically viable to do this you can
put sensors inside the bottle and actually figure that out
so connectedness computing and disintermediation means that all of
marketing can be redesigned around what is going on in real time and we can do
this today in our case with Nia but you know really with our imagination thank
you I think thank you very thank you very much and with your wonderful
conference you

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