 You know when we have all attendant conferences in the past, you know, whenever there was a government speaker You know it used to be boring content and a boring speaker and the private sector guys came with fancy presentations and you know So I have to tell you that has changed The government is running much faster pace than the private sector So don't expect the same level of finesse that you saw in our presentation in mind Now what is this presentation that I'm going to do look like so, you know, I used to watch Movies before pandemic and never used to watch any OTT platform I would just book tickets in a gold class especially with glasses and every movie looked good and then Pandemic came in and I was forced to sort of watch OTT. So the thing that I learned in OTT was there are three parts to a story One is some kind of a recap they do that They tell you a story and then they leave some things for the future. So my presentation has seven slides First one is some kind of a reflection Last one is going forward in five slides is you know, what what we think about Digitalization in the other table a group. So for those of you who aren't aware You know other table a group is a large conglomerate While we have been known for a lot of our fashion and finance businesses, which are on the consumer side There's large manufacturing businesses are not very well known metals and alco cement Ultratech but what is even less well known is a lot of new digital businesses that are being launched, which are you know Just just starting off. So D2C business called tomorrow pivot which is a B2B and B2C Building commerce business and all of those things that the group is changing So my reflection on this topic is that when I was asked by the team that hey, you know This is a presentation to be made to a bunch of marketing leaders. I said, what do I know about marketing? I haven't even worked in an FNCG company. So what should I do and that reflection? led me to thinking about this topic and I felt that you know many a time we look at our company as you know a auto company or a you know cement company or some such thing and that is what we are bound by We look at our roles as marketers data and it is people and all of that so this Purpose and identity in my mind tend to get defined by the job that the company does and the function that we are assigned to And the reflection I had was that I think you know in today's fast-moving world Both of those can be limiting if I start to think that this is what my company does and this is what my function does I think I'll be limiting myself and therefore I think a lot of Purpose and identity talk is happening in the industry I think we have to align to a higher purpose as a company and the identity has to be much more broader than you know what we think of so Purpose of a group for example is and rich lives by building Responsible and dynamic institutions and businesses that inspire trust and you can pretty much do a lot of things under that You don't have to be bound by the nature of business on similarly as an entity while I'm a data analytics person I think my job is to help create a dynamic digital culture aligned to the purpose of the company So I think that is the preamble I wanted to give that you know If you are a marketing person Said that you know had a site if you're working for a company which does something don't think in those boundaries That's my sort of reflection with which I want to share with you some thoughts about the itabella group and lessons that we have Learned from there and hopefully things that I can suggest going forward Yeah, I think this slide will become quite meaningless. This slide was all about You know the India story, I think the India story has been said many a times I think what I will add over here is when we look at any story about a country You know, I use the pest framework some of you are familiar political economic social technological The economic part is well known. We are going to grow like crazy I think you have enough data and more and you can find more Technology if you listen to urban presentation, you don't need any more proof to say so I think on the e and the t part I think there's no data needed. I think the story is clear I think I want to focus on the P and the s which is the political and the social part I think as we have to grow as a country as human beings I think we have to have a balanced growth and I think that's an area where we as you know Citizens or we as company people in whichever role we are playing. I think we have something to contribute to I think those are areas Which are soft they are hard to measure Would you say we have the best political system in the world? There'll be many measures You can never be sure are we the best, you know on the social front. Maybe yeah We have great demographics. We have great diversity, but we still have some issues So I do think that when we think about future the sustainability element companies are talking about e hg and all of that But sustainability to me is much broader than that. How do we look at ourselves as contributing to the Fabric of that growth the how and the why of that growth and not just the what which is measured So like I said the t and the e are easy to measure We'll all get there But let's all remind ourselves to focus on the how and why and not just get you know Happy with all the process things. So that's all I would like to say on this and then I will Want to share a few thoughts around What we have learned in the ithabila group I've been here two years, but I look at the journey in the group They're two sort of parts to this story. So our businesses we are seeing they're all you know Everyone is doing digital one way or the other right? We have a bunch of businesses. We are you know if you look at the Framework on top it talks about the enablement optimization and transformation. So when you talk about digital We kind of break it up into three parts You know you can call it low medium high enablement is the simple stuff optimization is slightly complex transformation in the more complex So those are the three levers that we are also utilizing within the group So from the left to right our group is launching new businesses. I spoke about tomorrow in pivot Our companies are also trying to do new things doing totally in a very different way making digital platforms And then they're automating all of that so that's the sort of transition which is happening in the group I think the lesson that we are learning is that if you look at the you know journey on the right side I think many a time we get stuck in just doing things You know there are you know three stages of evolution over there the first stage is about just doing projects again The measurable part the next stage is about how do you do it so that it is sustained? And why do you do it because you do it in the right for the right reason? So I think that's the sort of lesson that we are learning that many a time It's easy to be in an illusion of being digital because you're doing a bunch of projects But you're not scaling or sustaining what you're doing and maybe you're not doing it for the right reason So I think that's the lesson that we are learning within the group on the left hand side Which is captured on the right side that let's not have the illusion of digital because you are measuring things and feeling that I did 50 Projects so we are good but also thinking about not only scaling and sustaining but also thinking about where does those projects come from What am I trying to do am I doing it in a sustainable way or am I my project or my Initiative is holistic or is it just sort of meeting one metric and not taking care of all the stakeholders? So that's the sort of one lesson that you know we have we have taken forward now How do we make culture change, you know, which is a big word all over nation is talking about so I think The way to drive any culture changes to create some kind of a framework Which serves as a common language for everyone to follow because day to day people are doing their things But if you can give them a guide give them an operating model, I think that's what it matters So I think based on what has been happening We have tried to adopt a framework which can be applied across the group which combines us together Which is our common language Let me let me just build out the entire slide instead of you know, right? so I think This this framework has three layers and we call it ways of thinking ways of working and ways of doing Now the bottom layer is the easiest one the most visible one that I speak about Doing projects, you know all kinds of projects building data platforms I think the most critical thing that we are starting to do now is to engage with the government platforms Because many a times as private sector we thought we will do everything ourselves government is not going to do anything You saw the last presentation. I think it will be foolish to not utilize the digital public infrastructure that the government is creating So I think we are embedding the government data platform and the planning and like I said They are running faster than the private sector. So we are embedding that into our thinking So if you are building a logistics platform, which we are we are thinking of the ULIP platform that the government is building and trying to leverage it And in some ways influence it if we are building a retail platform, we are thinking about on DC, you know So whatever we are doing, you know, we are thinking about what is the government doing? Where are they doing? By the way, government is encouraging us to do a lot of pilots on their platform So if you are the first mover you can actually influence the growth of that platform by using it and giving them feedback So I think that's one Fundamental thing on the ways of doing that we are incorporating to say think about the digital public infrastructure Don't try to create anything digital in India in vacuum So that's one, you know fundamental point So we are building that layer and then we are trying to build functional platform in the areas of logistics Customer energy predictive maintenance all of those things which have reusability across our group So many a time then we are running a physical business. We think all businesses are different You know if you were to Talk to folks in our logistics team across group companies They'll say our trucks are look look very different the truck that carries aluminum versus cement or paint are different But by the way in the digital world The track and trace feature that we devise is very easily reusable So I think digital is acting as a glue within our group to share best practices to leverage what one has done and bringing us together So art, you know, so one of the themes that our chairman talks about is you know one group one ABG And I think this is becoming that group to say hey, you know what whatever is done here in the digital world Can be translated can we use somewhere else? So that's the Middle of the platform layer that we talk about I think the other two on the top are hard to measure and sometimes hard to institute Which is our ways of working our operating model our talent our funding our you know procurement process our culture Our ways of thinking how do we determine what we do? I think those are areas that we're again We are trying to build frameworks to allow people to figure out what is worth solving. Why is it? You know worth solving I think someone said it yesterday in another content that I was there that today Earlier data was expensive today data is cheap the problem is expensive which problem is worth solving How do you determine that and many a times? You know, we have Lionized the idea of problem solving not necessarily highlighted the idea of problem definition So we are creating a rather created a problem discovery framework So we are creating lots of frameworks in the top layer to make those real as well Because in the digital code base that is easy to understand easy to replicate the top Frameworks are harder to create and harder to replicate but we are spending a lot of time thinking about How do we align our ways of thinking ways of working and ways of doing across the group so that we can leverage the power of the entire group? So that's the sort of focus that we're doing now. What is what is happening in various group companies? You know follows on the next page now I Think one thing is becoming very clear which is that wherever you are, you know you can do something You know so therefore each company in our group is at a different stage of evolution They're in a different business and no one has to follow the same template So hindal Kovner for aluminum companies. They are doing some really pioneering work in the transformation area by just focusing on talent So they had a bunch of people from various factories come over to Bangalore for a six month training program on data science Now they have gone back. They're sending 15 more We are having a hurdle as we speak in Bangalore with some of those folks and we'll get more So they are trying to say hey, we don't have to you know Insert people from outside. We will train our own people and we will groom people from within so that's you know Hindal code for you our chemical business below. There's a there's a reference to them They were looking at predictive maintenance for their electrolyzers So their job was to say how do we bring all kinds of it ot data together in one platform so that we can predict the you know Maintenance schedule for our electrolyzers, which was the most important thing for them So that's so bringing data together for them was the most critical thing they are focusing on our fashion retail business on the left hand You know top they are focusing on their sales channel experimenting with Metaverse They're experimenting figuring out new designs using some startups and ecosystem ecosystem is becoming a in the name of the game You know, you can't do it everything yourself. You have to start using ecosystem large tech companies small You know startups and so on and so forth. So host of companies are all trying to do their own thing, you know that Pulp and fiber business is trying to figure out how to do fast experimentation fast failure They have a few plans. I'll detect have have hundreds of plans. So they have to prioritize which one to pick up So everyone is in a different context But they're all using the same framework to apply to their own context and trying to do something So a lot of good work is happening, you know across all of these group companies Which is which is captured in the slide over here. So what's the lesson learned? You know, what can it be? What can we say that we have learned and here's what I think nothing You know this thing but you know if you think about this, it's not about technology, you know We all know this but sometime in the day-to-day we forget. It's about the people It's about the culture and there's a lot of you know, take a way over there that how do you build culture culture is a product of Processes rituals and behaviors. How do you create the right processes? How do you create the right rituals? How do you instill the right behavior unless you do it repeatedly unless the leadership does it then only the Culture gets formed because culture is a big word, you know, let's create a culture of data Yeah, but what is culture process ritual behavior and we do that we do create culture in different ways I think that's something that we have learned in the first one Second, you know problem solving or in the world of IT You know, it was waterfall someone collected requirement delivered something now. It's all iterative You have to sit together. You have to have squads. You have to have iterations Discovering the new problem. You do something you think the problem has been redefined So the old ways of working will not work So continuous iteration having domain experts closely involved there and that's what we were discussing with the team yesterday that you can't tell us a problem and go away and come back and think that we would have solved it We will be sitting next to you and we'll have to do it Budgeting we talk about fast failures. We have we talk about experimentation cost money So unless your finance team has is also participated in this and they understand what it is and they are encouraging you to say What are you guys doing with it versus, you know controlling you? How do you do that? Think about the budgeting process and you know involve them I t legal data privacy data protection. You can't just use all the data anywhere. So how do you focus on that? building the team, you know, we've spoken about that and Most importantly with iteration the real benefit will you know come up over a period of time? So while you will have small benefits you will have feature launches You'll do things but being it for the long run the bigger benefit will come in the end So it's like a balloon payment as we use the term in financial industry So have it, you know culture building benefits come in the long run So be ready for the long haul. So those are some of the lessons that you know, we have learned we think It's relevant for you now. The question is this is the last you know one on the OTT platform. So what is it that someone else can do? What's the way ahead? I think it's the last mover advantage. Look at our government. We were like last movers But we are now at well ahead So I think this whole Cambrian explosion of exponential technologies allows that linearity has gone away It's all exponential. So actually if you are the last you don't have the legacy of the past and you can do things differently So we that's what the is the message that we have for folks inside our group company There are many companies which have still not started on the anyway saying hey, you guys are great You haven't started yet. You have the biggest advantage because those who have started you can leap from them You can get ahead. So again, this is the same Why how and what some of you are familiar with the Simon Shinix golden circle It's the same why how and what did you hope have to reimagine? Architect and reiterate all three you have to continue to think your ways of thinking have to evolve your ways of working have to Evolve and your ways of you know doing have to evolve You can't just do one and all three have to work in unison together like the Amazonian flywheel So I think if some of you haven't started yet great. This is the time to start. Thank you