A fillip to innovation will take India far on the growth path
Mar 02 2014
Interview | Dr Chandan Chowdhury, managing director, Dassault Systemes (India)
Dassault Systemes offers technical solutions to 12 industries and 140 countries. It has a strong footprint in India with approximately 2,000
n Q.Keeping in mind the tough market conditions in your space, how do you plan on a strategic turnaround?
When times are tough there are certain key imperatives which businesses seek to meet. Containing costs, delivering on quality standards and meeting customer requirements ontime are a few of them. For Dassault Systemes, the principal growth opportunities reflect this as well as its current addressable market opportunity in (product life-cycle management) PLM and the increased potential size of its addressable market with the introduction of our 3DEXPERIENCE strategy in 2012.
Combining social innovation capabilities, realistic 3D virtual experiences and intelligent search-based technologies, we have pioneered this new technological wave: a 3DEXPERIENCE PLATFORM that transforms the way innovators will innovate with consumers by connecting designers, engineers, marketing managers, and even consumers, in a new ‘social enterprise’.
Companies, especially in the manufacturing sector, are showing great interest in our 3DEXPERIENCE PLATFORM and we have experienced phenomenal growth in 2013 in India. The Indian manufacturing sector is going through a big challenge of cost pressure and ‘margin transformation’ has become a key concern for the stakeholders. Asking the ‘right question’ is the first step towards ‘launching a margin transformation’ programme. Some of these questions could be:
l How do we transform the customer experience and engagement process?
l How do we reduce the total cycle time for new product development?
l How do we introduce new variants faster than our competition?
l How do we transform the way we collaborate with suppliers to reduce cost, improve quality and achieve on-time-delivery?
l How do we provide new experience to customers during ‘after sales support’ process?
l How do we design and build a factory or unit that is agile?
l How do we accelerate the process of innovation?
n What initiatives do you seek from the government’s side to help fuel growth in your sector?
Businesses are now operating in an experience economy and customer buying behaviour is fundamentally changing. Beyond product attributes, aesthetic and economics, customers make their buying decisions in a social and emotional context beyond technology. A fillip to innovation in the country in response to the changing reality and greater technology adoption in our key sectors will take the nation far on the growth path. There has been great effort on the government’s part to make this a reality. Stakeholders need to now translate that into reality at the ground level. Our manufacturing sector has been facing many challenges and growth has been stagnant. It is heartening to see the emphasis the government puts on the criticality of manufacturing for the Indian economy.
If the manufacturing sector has to contribute 25 per cent to India’s GDP, then we need to reengineer our processes through technology-enabled innovation. India is a strong services economy but it now needs to graduate to an innovation-centric economy if it is to move to the next level of growth. The government too acknowledges the relevance of innovation by sharing the plans for the innovation fund being made viable for MSMEs in India. The MSMEs form the backbone of the Indian economy and if they make innovation as a part of their strategy, they will become more responsive to the requirements of a globalised world.
n Tell us about your strategies that will help the organisation stay abreast of challenging times like these.
Our growth strategy is focussed on advancing our 3DEXPERIENCE platform, broadening our industry coverage and diversification, deepening our regional market penetration, expanding our universe of users, and offering Software as a Service (SaaS). We have today a very compelling ‘business value proposition’ in industries such as transportation and mobility, aerospace and defence, marine and offshore, industrial equipment, consumer goods retail, life sciences, energy process utility, architecture engineering and construction as well as financial and business services.
n How important will be people practices during this period? How open is the organisation when it comes to transparent and open communication across levels?
It goes without saying that people are the most critical tool in the success of a business. Our people are the core of the business. Good people practices, therefore, are just not a ‘good to do’ thing, it is actually a critical business imperative. We believe in sharing with our employees all that is critical for them to know as part of their role in the organisation, and all that will help them operate optimally. We believe in complete transparency when it comes to business growth and encourage an environment where individuals can help the business address the challenges that it may face by taking opinions across the board.