 Can you hear me? I have a very bad quote. You start over there. You guys, one of the three, three, three, one bright spot for India. One spot was the, then watching those games, the intensity with which the game was played, took me back to 20 years ago. 20 years ago, I was in a crank at the 99. I was the blinded back of every game that I was doing. That was what I was reliving when I was watching the games. But one thing changed since then. When I was a blinded, there was no instant review. Now, that's like putting more pressure on the blinded when you put an instant review. That's how technology can disrupt everything we do. And that was what I wanted to talk about Olympics. Here's a chart that I want you to look at. And I want you to take a guess at what this chart is. On the bottom, you see those are the various Olympics. And the y-axis is the ranks. So to give you a hint, we want to look for this year, the data is somewhere here. So can you take a guess what this is? Yes, this is India's gold medal standing in hockey. So if you see this, from 1928, there was a streak. And then you see what happened. This is an anomaly because that's 1980 Olympics. The entire western block didn't go. So there was no competition. But otherwise, you can distinctly see what has happened. So any idea of what happened? Yes, technology changed again, right? There is disruptions and when we don't lay down the technology, this is what can happen. And India is trying to claw its way back. It's taking decades and you don't change. So good morning, everyone. My name is Sumit Rao and as I was introduced by Naree, yes, I do lead the engineering teams in CERNR here. CERNR, I'll talk a little about CERNR later, but when I was asked to do this talk, I said we did a group of Eclipse enthusiasts and I talk about various technologies at CERNR. We have various engineering teams, each one of them picking their technology of choice. And there was a word cloud we built out couple of years ago when we were looking at what are we recruiting for? And it was all over the board. Then they said, okay, how about building IP? What are we doing with intellectual property, especially in India in the context of the global economy? I said, fantastic, that's the topic I would want to talk about. And then this came out just last week, okay. It's everything about what I was thinking of talking. Only thing is, it's 4501 pages. I don't mean to relate it, but there's a chapter there about what's happening with innovation in India. And if you go back and read that, you see any parallels between what I'm saying today and what they are saying. I don't know who came up with the thoughts. It's all out there. Everything I'm sharing with you, it's a conversation about what we all are thinking about and what things should be done to foster more innovation in India, okay. But it's a very good article. I mean, it's not an article, it's a big study. Only thing is, it's published by a professor. So I know it was like my theory. A lot of appendix and there's some good articles. The articles on India by Tata and Mahindra folks are both ready, okay. So when I started looking at what is happening in the context of innovation and just how, how many of you have actually seen this two-part series on civilizations? The West versus the West, anyone? At least you can get to share something with you guys there. So Nile Ferguson, economist, generalist, whatever you call him, very controversial, but it was a very good program. He talked about why the West beat the West in the civilizations. And he was explaining this to high school kids and he talked about six killer apps that basically had the West beat the West. And I want to start there because we were from there to see what's happening. The six killer apps that the West had over the last 500 years that helped them. One is competition. When you start fostering competition, you will definitely see that everyone trying to do better than the next one. And again, this is over 500 years, not just 40 years, you want to look communism and capitalism. It's much beyond this time. So look at competition. The second one is basically the science, the advances that Western science has done and what has happened there. The third one was property and property rights, rights of an individual. And that's very relevant to us in the technology world. We talk about open source, about fostering more of the collaboration, but we also talk about patents and infringement virus. So in our industry and rest of civilization, property rights play a big part and that's something we need to foster. The fourth killer app was medicine. When people started seeing medicine advance, everything else advanced with it. So currently I've worked in the healthcare industry, but before that I was in banking and supply chain. And everywhere what I see is innovation drives a lot of what happens and the most innovative companies eventually come out on top. I'll talk about a couple of examples of where we can do things incorrectly. But the fourth killer app was the medicine. The fifth one was consumerism. We have to figure out what does the market need and what does the market consume, what makes sense in a market A, that's not relevant in market B. So that's a fifth killer app. The sixth one is my personal favorite and I can vouch for this. The sixth one is the work ethic. Now I can look at brilliant people, I can look at societies that are very good, but eventually what trumps is the work ethic. And that's something that we are trying to instill in everything we do. And the reason I wanted to start with this is you can see how others are doing and you can see how we are doing. You can see what's different. And when we start looking at differences, yeah, it doesn't work this way. When I used to live in the US, there was a term called mannana. It'll get done tomorrow. So here we look at why, like take easy. So if you start looking at the work ethic, the quality comes in there, the attention to the detail comes in there. So many other things come in when we start focusing on the work ethic of the population. So starting with this six acts, I want to basically now look at the first point I want to make is everything starts with an idea. We all have ideas. So when we talk about innovation, like I keep getting asked this question, why don't we do this? Why don't we do that? I say we can all do that. But what are the ideas that drive positive change? So there are many ideas. We're not going to change every single idea, but ideas that are driving the positive change that's needed. So it starts with that. So when you start looking at the ideas that I thought of, I wanted to quiz again one more. If you look at this, it's a map of India. It's a fuzzy map of India, but with a lot of dots. It was in the newspaper probably about six to nine months ago. Take a guess at what these dots signify. Actually I should take more. It was more than a year ago. Literacy or literacy? Literacy. It's a good guess. I think it's needed in order to get to this. Take some more guesses. Electricity. So I will give you now make the guess. So this is actually a map published by people more than a year ago. It's not six months, more than a year ago. And you guys are seeing how Uber is growing in the country. They published this saying, we're only in 10 cities, the major cities of the country, but see where our app is being built. So why are people using apps all over the country when it's in those 10 cities that you can sort of need? They travel, but suppose you're a person from Bangalore going to one of those places, why are you opening Uber there? To check if there's a service there. So to me, that's a good idea that's traveling with you. You want service there. Whether it's there or not, you want it there. So when you see good ideas, the time has come and now you know both Uber and Ola, they're going to all the small cities. But much before that, Uber was able to tell that there is a pent-up plan for services like that. So how is Uber disrupting is one thing, but how much are people craving for Uber isn't it? So that's what's happening today in terms of analytics. So the big difference between now and probably 10, 20 years ago is without you telling anyone, they know what you're doing. Around the same time that Olympics was going on, there was a news article, I still read my NPR news from my app and the news article was how India is going gaga over and who told you, we're here talking about it. How do you know? We always spent gaga when the first medal or something happened or somebody came forward in the Olympics. They never knew what was being talked about here, but today because of Facebook, WhatsApp and everything else, there's a lot of analytics behind it and everything can be sensed. And that's the key that we can take away when it comes to building applications that will work. So when you're thinking about what you want to build, look at this, this is the second thing. You would want to solve problems locally or look at what are the problems around you, solve for them. And when you're solving them, start thinking about designing for the blue. Take the example of Uber. They solve the problem somewhere and they're applying it across the world. Now, I don't think Uber has the advantage in India compared to Gola, who is losing a lot of money in India. It may still win the competition, but I think Uber will lose money in India just like they lost money in China. That doesn't matter. We still have to try. When we are looking at how to innovate, we need to look at problems locally. And this is true even today in my company. We build EMR that runs with a large EMR provider in Uber. And we do not have a presence in here. So when my engineers are building solutions, they're building solutions for remote areas. And this is happening because everything we read, for example, this is something I see. Whenever we read something, you read articles about something somewhere far away. So the problem is not so real for you. So this is a typical article. And we start looking at this. If I were to challenge you to go find obesity numbers in India, you will not. Actually, just in the last one week, there were some numbers in the newspaper, but I'll share with you. So we start with articles. We start with data that presents a problem somewhere else. And then you are trying to solve for that. It's going to extremely difficult. So start looking for information of the local problems. So when I started looking at, okay, I started pivoting from the previous graph, it was the most reliable data I could get for healthcare. I had to go to World Health Organization. And then they started showing, this is how the density of doctors or nurses killed professionals across the globe. Now, if you see, U.S. and Canada is somewhere in the middle, there are very few countries, mostly in Scandinavia. And they are known, Scandinavia is known for its health program. Others misuse its socialist program, but it is just based on data. One of the best in terms of what they do. Now, look at anything with black here means no data, not that they don't have, there's no data. But India, Africa, China, we all in one big market. So when you're looking at innovate in India, don't try to solve the problem that someone in U.S. is holding. Because conditions are different, they will come with different perspectives. So, I can go back to my first job. We had a product in supply chain planning, fantastic. Everybody loved it. And then we said, let's take this, which was working in the U.S., push it to all over the world. It did work in some of the other white countries there, like Japan, Korea, but it stopped there. It did not go to China. India, some of the marquee companies bought, no one else bought. Why? It's because it understands that 80% of the population thinks differently compared to the top 20%. So, we always look at anything that's being manufactured or designed in the U.S. is going to cater to the white spots. Because that's the problem statement. Anything that's being designed in India, you can easily transfer it to some of the other emerging markets. But each market is going to be different, but where we go, see, I was telling, you don't see phone companies like AT&T in Africa. You see a phone company like Airtel in Africa. Because Airtel figured out how to take this 50% or the U.S. term is the nickel and dime you did. That's what Airtel figured it out. But AT&T, you've signed this big fat package. I'll be with you for two years. You just take my money. That's not a model that working in countries like this. So, start looking at how these things happen. And third one, I would say, is create healthier stories. Now, this is something that I am, I won't say shamelessly. I'm proud to copy it from my company. So, this was a branding that my company picked for this year, where we are in the healthcare industry and we want to create healthier stories because we want people to get better. And the way I am sort of co-opting this is, if I were to look at my own organization in India, we are competing with several other global development centers. So, I want to be able to tell the positive stories that are coming out of India and my organization. So, if I were to tell the positive stories, I have to create the positive stories. And you, like, how many of you are visiting India for the first time, a few, you know? So, I ask this question of everyone that's visiting India for the first time. What are your first impressions? Okay, we'll ask you later. But when I ask that question to others, like, what's your first impression? You see how much it changes. What we hear outside is one thing. What is happening inside is very different. And if we can tell the positive stories, then the power of positive reinforcement is tremendous. People will start looking at you. So, start looking at you differently. We have a great appreciation for the technology innovation that's happening in Israel, okay? Now, if all you hear about Israel is all the conflict that's happening between Palestinians and Jews, you are going to have a very different opinion of their technological progress. If it's when you hear what they're doing and see what they're doing, you look at it differently. If you go to places like Taiwan, Singapore, Singapore not as much as Taiwan, but Taiwan, South Korea, they, if you look at their journey in the last 30 years, which is the same journey of 70 years now, India and then, the amount of advances they made is mind-boggling. And part of what's happening for us is, we say, no, it cannot be done. This is too big a country. Even now, the Chinese vice premier is in India, they're discussing how we can copy some of the Singapore model. I don't think we need to copy the Singapore model. We need to go back to those six killer apps I talked about, bring in some of those things, do our DNA, and start doing the change, okay? So, here's a positive story I was looking at. We've been looking at, this is again in the healthcare industry, what has changed over 10 years? On the left is 2005, on the right is 2015. Okay, this data was published by the Indian government. With the show off and how many of you will trust the data? One, two, okay, binary. So, that's one thing that has to change. I showed you World Health Organization and asked you that. I will show you US data. I don't ask if you trust it or not. But I'll show you Indian government data and say, do you trust it? We do. I think that's one thing we need to change. So, we are slowly getting into this space. I think there is, we talk about open source or we talk about private enterprises. We can build that competence and get reliable data to stay. Things are actually improving. Yeah, in 2005 there was no killing on it. But otherwise, you see the data now, the risk of becoming the wife. So, that says we are slowly making that march. But that's 10 years in the future. Things have to move much faster. So, we do see some of the impetus and I would say the next 10 years is going to be much faster. Just based on the problems that the government is running, the current government, the private enterprises that have taken over the, I will do it, and they're being called to do those things. And the third part of it is we talk about the demographic. There is good number of people in the private industry that are thinking of the number of startups that are coming up. What we are trying to do in terms of addressing the problems here, because just talking to Nage won't have some of the things that they're working here. It's while I'm working for a multinational company or focuses on what the company is doing, most of what we are trying to do is, what can we do to get into the emerging market? We have taken all the solutions we have and sort of customizing or transforming it in order to enter the Indian market. We cannot use the same things, but we use that as a platform and make it more like the Airtel model, consumable by people who are working in rural health centers like this. So, one final data point. Again, something that was in the news in the last week. Anyone recognize this gentleman? News article that came up with him is, the person with the largest negative carbon footprint. Jayant Balika is the name. He was recently in India, I don't know if you can hear, but his claim to fame is, he was the inventor and creator of the IGBT transistor. It's the transistor that's driving the CFL and the number of CFL bulbs that have come out is responsible for the largest reduction in power usage in the world. This part of GE, I think, the research and... So, this is something I picked up from the same news article and that sort of ties into the three points I was talking about. It's not about the application of the technology. I know I'm talking to a bunch of technologists, but how is it being applied? It's about marketing successful. And we can build the best app, but if it's not marketed, some lovely app will come in. This was my biggest problem or challenge that I faced in my first job. We had a very good product and it was best in class. Anyone that wanted a best-of-breed solution would buy it. When I was part of marketing, I would go and we'd talk about it. Everything is good, but we'll buy it on a company or SAP, those are the companies. What you're buying from them, it doesn't matter, it's SAP. So, if you cannot market it, this is what's going to be great. The second best, the third best, will usually win. So, marketing is one thing. And getting it to the market quickly. It's like, as I said, good ideas. Yes, you had the ideas. Somebody else came to the market. You have to look at how you're advancing your ideas, which is why I am a big believer in forums like this, collaborations, hackathons. Because I may not have all the ideas. But if I get into a room like this, we brainstorm, do come up with ideas faster. And we need to get into the market quickly. It's happening and that's the biggest advantage that you see in places like Silicon Valley. A lot of lousy ideas come out from there too. But the good ideas travel faster. That's what I would want to see here also. Now, how do we do this? This is a quote that I saw attributed to Mother Teresa. If you see a place like India, we have enough manpower in India to go up and over. So, I wanted to basically close it with the what-changing example of the astroturf in hockey. There will always be changes. There will always be competition that will do things like this. And we need to be able to anticipate those things. And that's what some of us are spending our time anticipating what the next is. And what we would do is one problem at a time. I think you were talking a little bit about that. There's one more thing I'll say. Just do one thing instead of trying to do ten things. And when people attack different problems, we all do one thing. I'll finally leave it with this, given that we have this discussion back to our calls. The choice of technology is not as important as how you wield it. Like this is every block of stone has a statue within it. And you, as the sculptor, pick the right tool to express it. So, when you are expressing the best, your technology will get the credit it deserves. So that's what you as the person wielding the technology are a lot more important than the technology itself. Thank you guys for the time. And if you have any questions, come over here. Yeah, good question. Okay, I don't know if that's what you intended, but I can think of the academic competition. Getting into schools and colleges is where a lot of competition. And actually, I have been a product of the same industry. I would say I probably was at the peak of my academic pursuit before I got into my undergrad. And I had never completed as much after that. So you are 100% right. We are making it very easy after people get into college. The thing that we need to now make is the reward system for what you're doing in the industry is going to change. It hasn't started, but in the next three to five years, you will start seeing the reward system change. You hear about companies that are changing their performance appraisals. That's probably a beginning, but you also hear the phrase sharing economy. Okay, the sharing economy is where ownership becomes a big deal. Everything that we are doing in our workplace is to reward execution. If you do this, this is the reward. If you do this a little more, this is the reward. But everything is spoon fed. What's changing now is the sharing economy will become big in the next five to ten years where you are an expert at something or you have a skill. Go apply to something, do it in the best possible way in the shortest amount of time and move on. So that is where the world is going to move to. And when you do that, people will pay premium for doing the right thing in a certain amount of time. So it may not be competition. It will be more of paying for quality. So I think that you will change. I don't know how quickly it will change, but I would see in the next five years as embracing that more. Today, all our incentives are about sustaining what's there. And I do talk about that as a bigger risk in India compared to other countries. The Indian civilization has been here for like 5,000 years by some degree. The mindset is about don't disrupt it. The mindset is about don't react to these changing forces because they will all go and our life will continue. So that's the mindset. But that mindset has to change to, in these changing forces, I want to be in control. I want to be able to drive that. So I don't know if it's going to be competition in workplace. It would be looking at the best potential, getting the best potential. I hope I answered your question. Any other questions? Thank you very much.