Until a few years ago, there was an accepted nature of the interactions between BPCL and its customers. There was no unified view of the company from the customer鈥檚 perspective 鈥� for example a fuel customer had little idea of the LPG or lubricant business, while the company did not have visibility into the customer鈥檚 holistic energy needs. The digital transformation initiative aimed at changing this customer experience based on the three pillars of trust, convenience and personalization.听听

Raman Dhillon, Head of Digital Transformation at BPCL says, 鈥淭oday鈥檚 customers expect the same kind of a user experience from us as they would from a Netflix or Amazon, where things happen at a single touch without hassles. We need to step up to deliver this across our touchpoints with them.鈥� The belief of the project was to keep the customer experience front and centre, giving a single window view into BPCL鈥檚 offerings and enabling transactions in a trusted, secure and personalized environment.听

Bharat Petroleum Corporation Ltd (BPCL) – Drivers of Digital Transformation

At the leading edge of this initiative was the Hello BPCL app, that presents a unified super-app style of functioning to access fuel services, LPG services, lubricants and more to a customer. For example, to address customer issues of trust at fuel stations, the app allows you to pre-buy a certain value of fuel and pay for it digitally. Once at the fuel station a simple QR Code scan loads the fuel value into the system, leading to a seamless experience with no human intervention. Another area of customer confidence building was with the fluctuations in fuel prices. In a volatile fuel price market, customers are naturally anxious whether they are being charged the correct rate. Nozzle-level technology at BPCL鈥檚 fuel stations ensures that if there is any discrepancy detected in the fuel price loaded on the system the nozzle is automatically deactivated. The technology layer required to bring these changes to life reflects the commitment to the customer鈥檚 experience and enhance their quality of interactions with the company.听

Riding on the comprehensive, yet flexible omnichannel strength of the 麻豆原创 Commerce Cloud, BPCL reimagined its customer journeys across different persona types to digitally transform the customer experience. It began engagement with business leaders at over 400 workshops where the teams aided by 麻豆原创 functional experts shaped the technology and processes for better customer-centricity. But in order to deliver this experience, it was important that the supply chains were also totally integrated, with a real-time view. This led to the birth of the command control centre, called IRIS 鈥� a single system to monitor and control all BPCL assets, enabling safety, security & compliance and most importantly, flawless customer experience. The teams re-created seamless processes for customer onboarding, ordering, payments, fulfilments, etc. across omni-channels environments like mobile apps, websites, etc.听听

Enhancing the CX Transformation Journey

听鈥�In the process of crafting the customer experience transformation journey, the role of 麻豆原创 has been extremely important. We got all necessary support to ideate and implement the right solutions to achieve this scale. This partnership will be remembered for a long time鈥�, acknowledges Mr. Dhillon. The 麻豆原创 team found this engagement enriching as well.听 鈥�BPCL is spearheading an innovative approach towards easing the lives of Indians and building the nation,鈥� says Sudeep Singh, Vice President and Head of CX Business, 麻豆原创 Indian Subcontinent. 鈥淲e are privileged to collaborate with BPCL in its journey to enhance customer experience and also boost the vision of 鈥楧igital India鈥� at scale.鈥�听

Future of CX Transformation

The future holds exciting promise for a digital journey of such epic proportions. Plug-n-play cloud solutions, EV charging stations, regional language enabled chatbots that cover over 600 customer scenarios are all initiatives that are set to push the envelop forward.听听

For 麻豆原创 partnerships the integrated Customer Experience (CX) is one of the key levers of digital transformation. It is a fusion of channels, such as retail outlets, customer service desk, self-service kiosks, online chat, chatbots, personalized physical robots or virtual assistants. Companies like are transitioning from brick-and-mortar to omnichannel businesses, empowering customers with its digital initiatives to ensure a seamless, trust-positive, convenient and personalized shopping experience.听

The post Bharat Petroleum: Redefining Customer Experience Transformation appeared first on 麻豆原创 India News Center.

The IT & ITeS industry today stands at an inflection point with newer and emerging technologies playing an instrumental role in steering India鈥檚 digital transformation. Under Kulmeet鈥檚 leadership, the council will work together to further strengthen the industry’s global competitiveness and foster its diverse array of priorities that will help foster India鈥檚 inclusive and long-term socio-economic growth.

Paving the Way for Digital Innovation and Transformation

Tasked primarily with 鈥渁ccelerating value creation through Digital Transformation and Focus on Emerging technologies鈥�, the National Council on IT, ITeS & Digital Commerce is further focused on formulation of policies and implementation guidelines related to emerging technologies such as cloud computing, Internet of Things, Artificial Intelligence, Blockchain. Additionally, the council works with other stakeholders to integrate the efforts related to policy advocacy and thought leadership on cyber-physical systems such as Industry 4.0, logistics, Skilling, smart cities etc.

The importance of technology in driving a country鈥檚 growth has never been more apparent. As India continues its journey to become a self-reliant economy, it will be vital to leverage new and emerging technologies to accelerate digital transformation by creating a future-ready workforce, social entrepreneurship and promoting digital inclusion across all segments of the society. Associations such as ASSOCHAM have been at the forefront bringing industry, corporates, and governments to scale the impact of IT innovations. 鈥淚n my role as IT, ITeS and Digital Commerce Chair, I look forward to partnering with all stakeholders in supporting the industry through IT policies and best practices conducive to the holistic growth of the entire ecosystem,” said Kulmeet Bawa, President, and MD, 麻豆原创 India Subcontinent.

The National Council on IT & ITEs & Digital Commerce strives to forge partnerships with key agencies such as the Ministry of Electronics and IT, Science and Technology, Commerce and Industry, Micro, Small and Medium Enterprises, Telecom, and NITI Aayog to promote entrepreneurship, adoption, and application of emerging technologies for an inclusive growth.

About 麻豆原创:

麻豆原创鈥檚 strategy is to help every business run as a sustainable intelligent enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: 87% of the world鈥檚 total global commerce touches an 麻豆原创庐 system. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers鈥� businesses into sustainable intelligent enterprises. 麻豆原创 helps give people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want 鈥� without disruption. Our end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, 麻豆原创 helps the world run better and improve people鈥檚 lives. For more information, visit www.sap.com.

###

For further information please contact:

麻豆原创 Indian Subcontinent
Deepika Gumaste
Global Corporate Affairs
deepika.gumaste@sap.com

The post Kulmeet Bawa, President and MD, 麻豆原创 India Named Chairman of ASSOCHAM appeared first on 麻豆原创 India News Center.

Click the button below to load the content from YouTube.

Always allow YouTube

Over the last two decades, the two companies have worked together to optimize business processes and drive digital transformation for Amul, using 麻豆原创鈥檚 digital core ERP and supply chain solutions. The community outreach, is therefore, a natural extension of the companies鈥� long-standing partnership and commitment to innovation and creation of a long-term, scalable, and greener world.

Speaking on the collaboration, RS Sodhi, Managing Director of Gujarat Cooperative Milk Marketing Federation, Ltd,听(Amul) said, 鈥淥ver 66 percent of India’s population lives in rural areas. Most of the rural population lives in India depends on agriculture, animal husbandry and dairying for their livelihood. Over the years, we have observed that various Government has tried their best to give them better access to education, transportation, financial services, and internet connectivity. With an objective of inclusive and sustainable community development, Amul and 麻豆原创 has joined for the project. Under the project, quality digital literacy and skill interventions training imparted to school going children ate teachers.

Sodhi has also said that 鈥渙ur collaboration with 麻豆原创 is a step forward in bringing these rural communities into mainstream by empowering them to hone essential future skills and turn their dreams into a reality. Our hope is that it will go a long way in nation building and creating an Atmanirbhar India.

To drive literacy and inclusion at the grassroots, 麻豆原创 and Amul have collaboratively created a digitally inclusive ecosystem that will deliver technical education and professional support in the areas of coding, English skills, and socio-economic opportunities.

Key pillars of the initiative include:

• Coding and 21^st Century Skills: To power India’s 5 trillion-dollar economy, we need to develop digitally savvy communities. This will be done by imparting digital literacy, coding, problem solving and English skills for citizens in remote villages, thus enabling adoption of New Education Policy imperatives.
• School to Workforce transition: Will build a STEM-focused learning environment to help students in marginalised regions make a smoother transition to the workforce and enhance job opportunities. It will also reduce school dropouts, improve learning, and create an employable talent pool by encouraging critical reasoning and analytical thinking.
• Women empowerment and entrepreneurship: Women in rural areas are finding more entrepreneurial opportunities thanks to the growing digital world. Over 20,000 young women will be taught in digital-financing skills and functional communications as part of “Employable 21st Century Skills,” with the goal of strengthening support for the social business sector and achieving gender equality.
• Support Farmer Livelihoods: The outreach will help scale community ownership & participation under Build, Operate, Transfer Model of sustainable development. By planting fruit-bearing saplings, the companies will help improve biodiversity, reduce soil erosion, and increase green cover, thus enhancing support to the livelihood of farmers and their families.

Kulmeet Bawa, President, and Managing Director, 麻豆原创 Indian Subcontinent, said, 鈥淭echnology can act as a catalyst in shaping India鈥檚 journey to an inclusive and sustainable economy. While urban development projects such as smart cities and futuristic mobility are reflective of this potential, true progress of India lies in the development of her villages. Our work with Amul is an expansion of this vision and will provide citizens with the information and tools they need to succeed. As India continues to lead global action on sustainability, collaboration like ours will also provide the critical foundation for an inclusive and resilient future in which no one is left behind.鈥�

Pratham Infotech Foundation, an NGO organization that works to close the digital divide in India, will lead Amul and 麻豆原创 India’s collaborative outreach.

About 麻豆原创

麻豆原创鈥檚 strategy is to help every business run as an intelligent, sustainable enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: 麻豆原创 customers generate 87% of total global commerce. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers鈥� businesses into intelligent enterprises. 麻豆原创 helps give people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition.

We simplify technology for companies so they can consume our software the way they want 鈥� without disruption. Our end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, 麻豆原创 helps the world run better and improve people鈥檚 lives. For more information, visit .

About Amul

The Gujarat Cooperative Milk Marketing Federation Ltd, Anand (Amul) is the largest food product organisation of India with annual group turnover of 鈧� 63,000 crores (USD 8.4 billion dollar) during 2021-22. It is the apex organization of the Dairy Cooperatives of Gujarat. This State has been a pioneer in organizing dairy cooperatives and our success has not only been emulated in India but serves as a model for rest of the World.

Over the last 75 years, Dairy Cooperatives in Gujarat have created an economic network that links more than 3.6 million village milk producers with millions of consumers in India and abroad through a cooperative system that includes 18,565 Village Dairy Cooperative Societies (VDCS) at the village level, affiliated to 18 District Cooperative Milk Producers鈥� Unions at the District level and GCMMF at the State level. These cooperatives collect on an average 267 Lakhs Litres of milk per day (26.7 million litre per day) from their producer members, more than 70% of whom are small, marginal farmers and landless labourers and include a sizeable population of tribal folk and people belonging to the scheduled castes.听 Gujarat Co-operative Milk Marketing Federation Ltd., markets milk and milk products under brand of 鈥淎mul鈥�. It markets the products, produced by the district milk unions in 96 dairy plants. The combined processing capacity of these plants is 41 million litres per day, with six dairy plants having processing capacity in excess of 1 million Litres per day.

GCMMF and its member unions ensure that around 80-85% of consumer rupee goes back to milk producer members.

# # #

For media enquiries, contact:

Chaya Arora:
9987590976
chaya.arora@sap.com

Shristi Mahnot:

9986729683
Shristi.Mahnot@genesis-bcw.com

麻豆原创 麻豆原创 Room; press@sap.com

The post 麻豆原创 India and Amul – Transforming Lives of 1.5 Million Indians appeared first on 麻豆原创 India News Center.

However, when done correctly, deploying ERP software can be a rewarding decision. The global business community has realized this, and ERP adoption is increasing by leaps and bounds. According to a听, the ERP market revenue is expected to reach $66.38 billion by 2026, with a CAGR growth rate of 8.2%. While ERP software implementation is mainly seen in big businesses, the听听segment is also showing growth.

An ERP system adds to your competitive advantage by synchronizing all of your information and streamlining workflows. In fact, a听听found that 97% of the businesses that successfully implemented an ERP improved business operations. 86% of the companies that completed ERP implementation showed better reporting and visibility. An ERP software can improve coordination between departments and ensure lower time to market and delivery time. A cloud-based ERP system can also provide automation capabilities by using third-party software.

Clearly, ERP implementation has proven benefits such as-

• Enhanced business reporting
• Better customer service
• Improved inventory costs
• Better cash flow
• Cost savings
• Better data security
• Business process improvements
• Supply chain management

A good example of successful ERP implementation and the consequent organizational growth was seen in the case of Tata Steel (TISCO). TISCO implemented the 麻豆原创 ERP system in 1999, and a听听was done to understand the benefits of this move. The study found that the coordination among different departments increased at the Tata Steel Ltd. Jamshedpur plant. Production-linked data was collected automatically, which resulted in faster and error-free processes. As a result of these business processes becoming more efficient, customer service and productivity too improved. Even the workforce cost reduced substantially, falling from US$200 per ton in 1998 to about US$140 per ton in 2000. The carrying cost of inventory was also decreased significantly. Consequently, most of the investment made for deploying the ERP system was recovered within a few months.

However, simply going live with the new solution is not the same as a听successful ERP implementation. To ensure your business stays competitive and leverages the full potential of the software, here are the听steps听you should follow to ensure a successful implementation:

• Identification – Prior to deploying any ERP solution, it’s critical to define your goals and requirements. Given the numerous advantages of an ERP system, you may have a general notion of what it can do for your company, but do you know exactly what objectives it can assist you in achieving? For example, are you facing trouble with legacy systems? Or is low customer retention and low customer satisfaction undercutting your efforts? Depending on your end goals, you can define KPIs and measurable goals that you want to achieve with the help of the ERP.When TISCO decided to migrate to 麻豆原创, it was facing several issues with its legacy systems, causing dissatisfaction among customers since their problems were not being addressed and resolved. This led to lower sales and low customer retention. Also, the legacy systems were prone to errors, which affected customer satisfaction again, directly impacting sales and the top line and bottom line. These issues were highlighted by the management and were resolved by the new ERP.
• Selection鈥� Selecting a vendor and putting together a project team is arguably the most crucial phase in ERP implementation. When it comes to choosing vendors, instead of opting for general software experts, you should look for ERP experts with in-depth experience implementing ERP solutions. Your preferred partner must have a thorough understanding of your organization, including the verticals in which you operate and your customers. Here is what needs to be kept in mind in this phase.

1. 听While selecting the project team- Before you choose your project team, it is essential to understand that ERP implementation is not only an IT project but a business project which requires coordination between all departments. The process should be defined by employees with clear visibility into different aspects of the business. But the key factor here should be competency, not their position in the hierarchy. Your core team members require experience, skill sets, adaptability to change and excellent communication skills. Since ERP systems are implemented company-wide, including the CEO, CTO, and CIO is advisable. If some team members are continuously playing catch up, it can delay the whole process. Allow your finest employees to work on the project and accept that their capacity to conduct their regular tasks will be severely limited or non-existent for the time. They will need to focus on key tasks such as defining requirements, attending vendor demonstrations, shortlisting and selecting the vendors etc. Thus, the internal ERP team should be ready to dedicate at least 25% of their weekly work time to this.
2. While selecting the ERP vendor- The first step in ERP vendor selection is determining the requirements. An ERP software is to be used by all the departments and therefore, these requirements should come in from all departments, the IT team and the top management. Next, critical success factors should be determined and these need to be used to evaluate and compare different vendors. Next, ERP vendors should be asked to submit their bids. The vendors should be evaluated on various parameters such as functional capability, system integration ability, processes coverage, technological capability, implementation and maintenance costs, and vendor support. A shortlist should be prepared and then a detailed discussion should be done with these shortlisted vendors.

• Design– In the design phase, the project team and the vendor will decide the processes, along with user roles and standard operating procedures. The emphasis is on developing a system configuration that maximizes the client’s system benefits and ROI. The implementation team will work with the customer to translate their system requirements into possible configuration options. Next, they will collaborate closely with the project team to define the configurations and implementation techniques that will lead to the project’s development phase. In short, this phase will see the development of a blueprint, which will act as a bridge between the business, the project team, and the ERP specialists to keep everyone on the same page. The blueprint will serve as the base for all future development, and it should include each minute detail, such as project tasks and processes, with a sign-off from respective process heads.
• Development and testing– Once the tasks are finalized, the IT team and the ERP vendor implementation team will get the software ready and also create training modules for future users. The testing phase overlaps with the development phase and includes testing with dummy data. The importance of using the correct data is often overlooked in the overall process but the experience of a major energy utility,听, explains why this is critical. A manager picked a live information database to utilize during pre-launch testing. This resulted in sensitive company information being revealed, resulting in a slew of expensive recovery efforts as well as a loss of public trust in the company’s reputation. Clearly, it can be costly and time-consuming to make changes when your installation is nearly complete. Test software and processes as much as possible to ensure that the implementation is achieving what it should be. Measure results throughout the deployment period to assess how well the ERP is accomplishing your goals. Coming back to the example of TISCO, this phase threw up several errors and unexpected results. Even after extensive brainstorming and research in the beginning, the blueprint had to be changed from time to time and new requirements were added.
• Training– It takes a lot of time and effort to train users, especially when employees are expected to continue doing their regular jobs during the process. The length of time it takes will be determined not only by the size and complexity of the ERP solution, but also by the employees’ attitude toward changing their working habits. Focus on comprehensive training for the trainers. Allow users to provide feedback and the implementation team to take action on it. The chance of lost productivity after deployment will be reduced if users, trainers, the implementation team, and the vendor communicate consistently and meaningfully.
• Deployment– Once the software is ready, the next step is the final deployment, where it will work on live data and replace legacy systems. There are three ways to do this final deployment:

1. Big bang adoption– The switch between ERP adoption and phase-out of legacy systems occurs on one date. It is an instant changeover where the entire organization moves to the new system instantly.
2. Phased adoption– In phased adoption, some processes move to the new system first. The remaining operations move to the new system in a phased manner.
3. Parallel adoption– In parallel adoption, the new and legacy systems are used simultaneously for some time. If the ERP works correctly, the legacy systems are phased out entirely and the new ERP becomes the default software.

On the go-live date, your organization should be adaptable and ready to face any unanticipated obstacles. Users should be able to check, document, and amend business processes in the live ERP system with the help of IT. Have extra IT staff on hand, as well as individuals that are willing to work overtime. Prepare a communication strategy in the event of a system outage.

• Ongoing Support– Once the system is in use, it will likely face challenges like new process addition, process changes, feature enhancement, etc. This necessitates continual software maintenance as well as user support. Investing time and resources to detect problems and correct errors will be critical throughout the ERP solution’s life cycle. The challenges can be easily mitigated if the ERP vendor provides ongoing support, which should help ensure continuity and future readiness. For听听software, ongoing support is of utmost importance due to the lack of IT resources.

The blueprint and the training modules also need to be regularly updated with every successive change. This too requires ongoing support from the vendor.

You can notice substantial gains in your business if you use the appropriate methods and strategies for ERP implementation. But one of the critical factors in ensuring success is choosing a vendor who can combine industry knowledge, previous experience and an in-depth understanding of your unique needs and requirements. With varied and extensive expertise in ERM implementation across industries,听听helps you achieve the critical competitive edge to move ahead in the race.

The post The Typical Phases of a Successful ERP Implementation appeared first on 麻豆原创 India News Center.

Unlike digitally native start-ups, MSMEs have different practices and processes and generally show a lack of technology adoption. MSMEs aren鈥檛 as agile in their responses to disruption compared to their digital peers and lack the right ecosystem to address the challenges they face. But with , the central theme of India鈥檚 economic recovery, this mindset may just change.

Setting the Stage for High-growth Potential

MSMEs are beginning to realize the criticality of digital transformation when surviving and adapting to changing market conditions. According to听,* midsize companies are strengthening their competitive position with rapid digitalization and business formalization. More than a quarter are moving forward with plans to deploy business applications with artificial intelligence to surface insights, accelerate decision-making, and operate with greater resiliency and agility.

For MSMEs, technology adoption enables greater agility and faster decision-making. While developing the right ecosystem of IT providers and service partners, they can bridge the information gap to improve the transparency of their supply chains and financial performance and seize opportunities once reserved for startups. Meanwhile, larger corporations can onboard Indian MSMEs more confidently by fully understanding their value, operational performance, and compliance standards.

The good news is that this momentum toward revenue growth and global expansion is within reach for every MSME. However, there is one caveat: their operations must keep up and adapt to a marketplace that evolves every day.

Growth begins with Fast-paced Operational Change

The principal challenge of Indian MSMEs is boosting the production of smaller batches for a marketplace that values individualization and contributing to a more extensive supply network that expects consistent regulatory compliance and credible sustainability. With the steady stream of new product configurations, government mandates, and green initiatives, the traditional concept of reskilling and upskilling the workforce is not enough to pivot operations fast enough to address every nuanced update.

Instead, MSMEs need to harness the power of their data to make in-the-moment shifts in their entire operation, such as scaling up or down inventory, redirecting critical supplies, and addressing customer expectations. But more importantly, they need an interconnected system built to manage all these business elements together with data and intelligent technologies 鈥� such as artificial intelligence 鈥� to drive the best outcomes.

Take, for example,听. The business recently pivoted its business model from just selling mattresses to becoming an end-to-end home furnishing brand and retailer, sparking a rapid expansion of its inventory and manufacturing capabilities. As a result, the midsize business experienced over 200% revenue growth during the pandemic. However, its supply network was challenged to scale fast enough because its 20 manufacturers and warehouses used their own set of business systems.

Although the pandemic hit Indian businesses hard, Wakefit continued its growth trajectory by improving its productivity with increased scalability and visibility. The company brought its growing network of assets, plants, warehouses, and innovations under a听. It also eliminated long-term reliance on multiple stand-alone systems that not only impacted employee productivity but led to compromised accuracy in critical areas such as financial reporting.

With the support of a local partner throughout this digital initiative, Wakefit is now on a connected cycle of extracting insights. As a result, all departments, manufacturing locations, and warehouses can access the same set of advanced technologies and real-time analytics to acquire information on any device, foster high scalability, adjust to changing demand, and reduce development costs. Best of all, the company achieved concrete outcomes and improvements within only four months of the initial deployment.

Preparing for a future of game-changing growth

The current economic recovery is unquestionably affected by price pressures, labour shortages, supply chain disruptions, and inflationary risks. But Indian MSMEs can still keep up 鈥� as long as they have the right mindset and technology backing them.

The key is to think like a startup, pivoting operations in real-time to take on opportunities and mitigate risks as they emerge. With a digital transformation journey that follows their timeline and pace, companies can navigate around today鈥檚 and tomorrow鈥檚 challenges and fulfil their customers鈥� changing needs 鈥� signaling the performance of a prosperous, productive, and growing business.

Find out how your business can pivot with the resilience and agility of a startup. Check out and share the IDC paper, 鈥�,鈥� sponsored by 麻豆原创, for additional insights on the road ahead.

*, an IDC Info Snapshot, sponsored by 麻豆原创听

May 2021听|听Doc. #US47674721

The post Pivot Like A Startup: The New Normal for Growing Businesses appeared first on 麻豆原创 India News Center.

New Delhi, December 8, 2021:听 India Midmarket enterprises have truly embraced the power of digital, to be more agile, flexible, and scalable. As they embark on their journey to cloud, they are gearing up to adapt to business disruptions while competently capitalizing on the changing business landscape. While priorities varied from industry to industry, the aim is to service customers better through touchless solutions, enable uninterrupted operations through automation, and provide a seamless user experience through adoption of cloud. indicated that 82% of midmarket enterprises are reducing their focus from on-premises business applications.

鈥�While digital transformation can accelerate growth, it is innovative business models, cloud transformations and reconnecting with customers which will determine long-term and sustainable success鈥� said Kulmeet Bawa, President, and Managing Director, 麻豆原创 Indian Subcontinent 鈥�The Indian midmarket segment is poised to play a significant role in the country鈥檚 quest to become a $5tn economy. 麻豆原创 is committed to co-create, empower and enable mid-market enterprises in their digital-first business and growth journey.鈥� he added.

The rising trend of digital resiliency among the midmarket enterprises showcased an increasing optimism to invest more in cloud, cybersecurity, analytics, and business intelligence. The orchestration capabilities to interoperate across different cloud environments is considered as one of the top drivers for cloud-related investments in 2022. The survey findings also indicated that 68% of midmarket enterprises either intend to increase (5-10%) or retain their IT spend in 2022. 听

The survey indicated the following key findings:

75% of Midmarket Enterprises Will Return Operations to Pre-Pandemic Levels by End of 2021

Leadership Resiliency

• 83% of enterprises are focusing on resiliency objectives like business continuity

Operations Resiliency

• 58% of enterprises have an ERP system providing full visibility of operations across different departments
  • IT & ITeS, Retail and Engineering, Construction and Operations leading this adoption

Financial Resiliency

• 58% if enterprises have introduced scorecards, visualization and simulations to analyse their financial performance to take critical business decisions

Workforce Resiliency

• 50% of enterprises are taking an integrated approach towards employee experience & engagement post the pandemic as compared to only 36% enterprises in pre-pandemic.
  • IT & ITeS and Retail are the top industries focusing on an integrated approach

Customer Resiliency

• 40% of enterprises are adopting an end-to-end approach for managing the customer journey across all departments based on customer behaviour.
  • Profound adoption by IT & ITeS, Life Sciences & Pharma, Retail and Engineering, construction & operations.

Brand and Reputation Resiliency

• 74% of enterprises in India will increase or retain their spend on IT Security, Governance & Risk Management in 2022.

鈥淔or small and midsize businesses, 2021 represent the dawn of a golden age. , it is very clear that smart business leaders are investing in cloud technologies that will help them meet their future goals. Doing so is not just what鈥檚 right for the business but also for their employees, customers, community and our country鈥檚 economy,鈥� added听Subramanian Ananthapadmanabhan, Vice President, 麻豆原创 Indian Subcontinent. 鈥淚t is heartening to witness Indian midmarket enterprises embrace the power of digital, to be more agile, flexible and scalable enterprises of tomorrow.鈥�

This study assessed over 350 Indian midmarket enterprises with an annual revenue of INR 500 Cr to INR 2000 Cr. The respondent demographics consisted of 55% CXOs and 45% directors with responses across all dimensions of digital resiliency such as Operational, Workforce and Customer, Brand and Reputation, Leadership and Organization, and financial resiliency. The industries covered by the survey were Chemicals, Industrial Manufacturing, Life Sciences, Professional Services, Retail & Consumer Packaged Goods, and Engineering, Construction & Operations.

Commenting on the study, Sharath Srinivasamurthy, Research Director, Enterprise Solutions & ICT Practices, IDC India said, 鈥淲hile the power of digital has been well embraced by the midmarket enterprises; the surveyed enterprises acknowledged agility, performance, and availability as the key drivers for adoption of cloud platforms. This rising trend of digital resiliency is prominent across industries such as manufacturing, healthcare and pharma, and professional services.鈥�

About 麻豆原创

麻豆原创鈥檚 strategy is to help every business run as a sustainable intelligent enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: 87% of the world鈥檚 total global commerce touches an 麻豆原创庐 system. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers鈥� businesses into sustainable intelligent enterprises. 麻豆原创 helps give people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want 鈥� without disruption. Our end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, 麻豆原创 helps the world run better and improve people鈥檚 lives. For more information, visit

For further information please contact:

麻豆原创 India

Chaya Arora

Head 鈥� India Communications

chaya.arora@sap.com

鈥�IDC Infobrief commissioned by 麻豆原创, The State of Midmarket Enterprises in India, A Perspective on Digital Resiliency, December 2021, Doc.#AP241284IB鈥�.

The post 74% of Midmarket Enterprises Are Moving Applications to Cloud appeared first on 麻豆原创 India News Center.

The MSME sector in India has been a role model for others in navigating uncertainties and disruptions. As the MSME sector continues to fuel the recovery and growth of the Indian economy, 麻豆原创 is all set to recognize pioneering business leaders who leveraged technology and innovation to turn adversity into advantage.

TV9 in association with 麻豆原创 is taking a big step towards enabling an Atmanirbhar Bharat. To empower homegrown businesses under the , we鈥檙e proud to launch the

Presented by TV9 Network in association with 麻豆原创, the 3rd season of Dare2Dream Awards brings to the forefront industry champions who displayed single-minded focus to outpace not only the competition but trigger industry-wide disruption!

Armed with a comprising of seasoned leaders and industry experts who have worked with leading media houses:

BV Rao, Group Editor, TV9 Network听– A journalist with experience spanning over three decades, he is currently heading TV9, India鈥檚 leading news network and the jury chairperson

Rakesh Khar, Editor & Business Head, Money9听– Serving the newsroom in various leadership roles for over two decades across leading media outlets, he also serves on the Executive Council of Indian Institute of Mass Communication.

Vishnu Shankar, Editor, Convergence 鈥� TV9听Network听鈥� With over 30 years of experience in journalism he has the rare distinction of having worked in all formats of mass media 鈥� print, radio, television, and digital.

R Sridharan, Managing Editor, TV9 Kannada听鈥� A seasoned journalist with experience of writing extensively on pharmaceuticals, auto, retail, and private equity.

Sarbajeet K Sen, Financial Journalist听– A financial journalist with over 30 years of experience, he has worked in several leading news organisations in India and Dubai

Vivek Law, Founder, CEO & Editor-in-Chief, The Money听Mile听– A business journalist with over 25 years of experience across print and electronic media, he is a leading voice on many financial issues.

Our respected panel of veterans with their significant expertise and thought leadership on multiple topics and industries bring to the awards a truly global perspective and uniquely innovative outlook. Recognizing businesspersons who had the vision, determination, and grit to not only tide over the crisis but also reset their business models.

The awards aim to identify industry gems across 10 , giving out 150 coveted awards to celebrate business leaders on the cusp of greatness. To be telecasted on TV9 Bharatvarsh channels, in 8 regional languages and the final awards will also be webcast across various TV9 Network Digital platforms.

It鈥檚 time to share your inspiring journey with the world and be seen as an innovative leader who sets benchmarks for the industry to follow. Visit the website to learn more about the simplified nomination process and submit your nominations before 20th November to be a part of this celebration of innovation.

The post Dare2Dream: Celebrating SME industry champions who turned adversity into advantage appeared first on 麻豆原创 India News Center.

It was not just lockdowns and limited consumer activity, but also a reluctance to adopt new supply procedures hoping that all this would quickly pass that put brakes on the economy. According to a survey conducted in seven Indian cities, a whopping 82% of businesses reported negative impact due to COVID-19, and 70% of them believed that it would take them a year to see pre-pandemic levels of demand. This indicates the need for an operational framework equipped with robust data consolidation and implementation systems that help enterprises deal with unforeseen challenges and improve resilience.

The technical know-how of SMEs before COVID-19听

Before the pandemic, Artificial Intelligence (AI) and data integration had few takers. While most businesses had some software that helped improve operations, they were certainly not prepared for the drastic changes that manifested later.

Although SMEs were warming up to technologies designed to store, access and use data to improve business agility, decrease operational costs, and increase profits, it turned out they were far from fully prepared. The unexpected pandemic restrictions and rapidly growing demand for remote working created problems in getting easy data access, leaving most enterprises baffled.

And for many service and supply-based sectors, the situation presented an even bigger challenge as they had to figure out ways of ensuring a minimum contact supply chain. As subsequent lockdowns left many companies struggling, they had to find novel ways of getting back on the fast lane.

The response of small and mid-sized enterprises

With opportunities plunging, survival for SMEs in the post-pandemic world is nothing less than a challenge. The situation is pushing most enterprises to find innovative ways to hold ground.

While a quick look at industry performance indicates a slowdown, a deeper analysis reveals that some businesses not just showed resilience during these challenging times but also managed sizeable growth. It is because they learned how to realign their operations to the changing pandemic regulations.

In the last fiscal year, even during the slump, we witnessed many sectors struggling initially and then finding a way to cope. Like the restaurant industry, one of the largest service-based industries contributing around to India’s GDP. It recorded a staggering 50-70% 听in income, but where thousands of restaurants initially shut down, a fair number managed to bounce back.

Many small eateries faced a hard time kicking off as work-from-home ate up most of their customer base. Even after restrictions were lifted, they faced uncertainties because of changed consumer behaviour, a general avoidance of public mixing and increased hygiene and safety concerns. But resilient players in the industry were quick to tailor their strategies and address challenges.

Apart from calibrating their operations, like ensuring a contactless eating experience and redesigning their dining spaces, the restaurant industry quickly acknowledged the power of data integration and used it smartly. Home deliveries and on-call takeaways, the services that started as a compulsion to survive, became a boon for them. Home delivery services, executed by collaborating with established delivery systems and phone calls for takeaway orders, helped eateries build their cloud-based capacities. The analytical implementation of this data pool helped these businesses identify potential sales areas and demand patterns to design a targeted marketing strategy.

This is just one of many examples where artificial intelligence and data integration paved the way for business survival. From pharma to grocery and clothing to manufacturing, there is hardly any sector in the country not exploring a data-based business framework.

Smart business planning and business agility听

An innovative business plan, equipped with smart technologies that help consolidate data and contrive them to obtain consequent results, increases the scope for a resilient supply chain. Making decisions based on a unified data integration and interpretation system enables businesses to tap into the market potential amid changing consumer behaviour.

With digital data becoming key to understanding consumer behaviour and essential in decision making, businesses must choose a smart data storage system. Like in a cloud-based data storage system, all the digital data is stored in a logical pool. Cloud service providers ensure data availability and accessibility. It enables remote data access and also eliminates the requirement of other expensive data integration software.

Along with reducing operational costs and smoothening the supply chain, such advanced data storage systems also equip businesses with deep and valuable insights into consumer behaviour. These understandings help them plan future actions, figure out ways to cope with unforeseen challenges, generate new leads, and improve the overall operation. Moreover, analytical reports also bring efficiency in other company procedures like regulatory compliance, audits, tracking discrepancies etc.

Even before the pandemic, it was slowly becoming evident that digital transformation is crucial to remaining in business in the long run. Now, it is beyond clear that no company can risk ignoring business intelligence tools that empower them to make well-timed and well-informed decisions based on analytical assessments and forecasts.

Like in the restaurant industry we discussed before, entrepreneurs who managed to restructure their businesses according to data-driven solutions will have an edge in the future. Even if magically things go back to how they were, chances are those with limited or no data integration system will remain oblivious to changing demand patterns. Hence, they will struggle to breathe in a digitally transformed supply chain and in no way will be able to compete with next-gen customer services.

Digital integration is imperative for survival in a post-pandemic world

The uncertainty in present times, like changing regulations, further complicates the already intricate ties between international and domestic economies. In situations where ambiguity is the new standard, analytical decision-making is key for SMEs, and they need a robust digital integration system.

For this, most businesses are adopting modern data collection systems like the cloud. With such advanced technologies, we are heading towards building capabilities of processing data pools that, at present, possibly no IT infrastructure is equipped to handle. While this will help businesses make analytical decisions and achieve better results, it will also eventually wean enterprises that failed to change. Logically, with such massive digitisation of businesses, it is rather easy to fathom that the future holds promise for those who are creating a digitally viable trade framework now.

Importance of business management tools听

In response to the pandemic, businesses are embracing technologies that help them improve execution and delivery. With enterprises changing their structural frameworks, the need for business management tools is now greater than ever. Enabling staff to work remotely, accessing data seamlessly and working on them in real-time, online planning, evaluating and monitoring, and most importantly, analytical decision-making 鈥� all require data-driven digital solutions.

With the changing nature of company engagements, both at the employee and consumer levels, business management tools increase flexibility and improve output across the delivery chain.

The way forward for Indian SMEs

In the post-pandemic world, building capacities and strengthening digital infrastructures are the two most important aspects for improving business outcomes. With the Government of India doing its bit to help cash-starved sectors and provide them with digital support, it is high time SMEs buckle up and tap every opportunity coming their way.

As global activities resume, with some changes to usual processes, the economy is sure to bounce back. However, those who realised the powers of the right data integration and interpretation system during the last couple of years will lead the way.

It is safe to say that while the pandemic tore many enterprises apart, it also opened the door to new opportunities and helped shape innovative business modules that we never thought we required.

The post Digitised Intelligent Business Framework: A Roadmap for Resilient Economy appeared first on 麻豆原创 India News Center.

What would usually take years is now being done in a matter of a few days. The way technology players pivoted to this changing world and technology demands have also been commendable and it is the perfect time for these companies to innovate faster and play a larger role in helping businesses large and small prepare for the road ahead.

In this exclusive interaction, Kulmeet Bawa, President, and Managing Director, 麻豆原创 Indian Subcontinent talks about the COVID-19 triggered trends in the tech industry that will last for the long term; the increased focus on agility, adaptability, and sustainability of businesses; and some of the trends that will shape the workplace in 2021.

Bawa is the chief architect of 麻豆原创鈥檚 growth and innovation strategies for the Indian Subcontinent. He is responsible for delivering bold transformations and exceptional 麻豆原创 experiences to customers across the ecosystem, as well as guiding businesses in India, Bangladesh, and Sri Lanka to adopt a digital-first mindset.

Over his 25 years of cross-functional experience, Bawa has orchestrated business revolution by providing proven business outcomes for organizations across various industries and portfolios. With a relentless focus on driving customer experience, Bawa believes in nurturing and mentoring team members, promoting design thinking, creativity, and innovative culture. He also actively contributes towards social initiatives that focus on education and women empowerment.

Prior to his corporate avatar, Bawa spent 12 years with the Indian Armored Corps as a Cavalry officer. During his tenure with the Indian army, he was Aide de Camp to the Governor of an Indian State and taught Strategy at the prestigious Armored Corps Centre and School. Bawa is a graduate from the Indian School of Business, Hyderabad, and an alumnus of the prestigious National Defence Academy.

Excerpts from the interview

What does the COVID-19 triggered 鈥榖ig reset鈥� mean for you? Is it about the increased focus on agility, adaptability, and sustainability of businesses? How should businesses gear up for this?

Despite posing businesses continuity challenges, the COVID-19 pandemic has also created a new wave of opportunities for businesses to digitize processes and manage data. It has unified us as we take this opportunity to deepen our engagement with our customers, be empathetic towards our stakeholders, take note of their challenges, and help them sail through.

India continues to remain one of the fastest-growing economies. The rise of an Experience Economy in India is yet another big opportunity, thanks to a hyper-connected young population. Today, enterprises want us to help them innovate faster and become more agile to serve their end-customers better. Our core strategy has been around the customer-first approach that is driven by a committed workforce, and we are continuously doubling down on this by:

• Providing an integrated suite of applications and a robust platform to support end-to-end business processes
• Sharing best practices in industry and lines of businesses based on our years of experience of partnering with the best globally

What are the key COVID-19 triggered trends in the tech industry that you think will last for the long term? What specific gaps, blind spots, and opportunities has COVID-19 brought to the fore? What existing trends have been accelerating and why?

The pandemic has affected the way customers and businesses interact with each other. As we move forward, enterprises cannot realize digital transformation without customer experience being an integral part of their business transformation strategy. Customer experience is not only about the way you serve the customer, it is about having a two-way interaction that provides unique insights on the changing requirement, market, competition, and quality of the product.

The new ways of doing business have resulted in digital footprints, which if stitched together and analyzed properly, will provide a competitive advantage to the enterprises. With more than 435,000 customers globally and 12,000 customers in India, 麻豆原创 has the responsibility to help the enterprises embrace this change with the help of technology. We are focused on delivery quick time to value by presenting the most comprehensive customer experience outcomes powered by a suite of applications that provide them the right visibility and recommendations.

COVID-19 accelerated digital transformation in the workplace across industries. Do you see a new tech infrastructure in the making that will help economies rebound after COVID-19?

I am a firm believer that cloud technologies are instrumental for businesses in processing Big Data and developing new business models. The need to be digital, and doing it with agility, is imperative more than ever. With a strong history of innovation for close to half a century, 麻豆原创 is at an inflexion point of becoming a 鈥淭rue Cloud Company鈥� which is most critical in today鈥檚 context.

Our success stems from our ability to nurture, educate and grow an ecosystem that meets the country鈥檚 needs. 麻豆原创 is positioned very well to support and enable enterprises of all sizes by helping them embrace digitization on the cloud, focus on upskilling their workforce and enhancing overall business value by supporting employees and customers with what they need the most, and more!

Can you throw some light on how top organizations are leveraging HR tech 鈥� people analytics, talent acquisition tech, RPA, blockchain?

Amid the challenges, one thing that comes to the forefront is how organizations will align their business strategy with people strategy. As the workplace becomes more dynamic, the future of work demands a constant cycle of up-skilling and behavioral skill training for all generations of employees to make for a smart and inclusive workplace.

Like in any other line of business, technology has played a critical role in this very important function. With a comprehensive set of Human Experience Management solutions and Intelligent technologies (eg. AI/ML, RPA, IoT), 麻豆原创 has been constantly innovating in this space along with a young startup ecosystem by embedding intelligence in recruitment, learning, and performance management. With our offerings in RPA, we have enabled organizations in automating various processes that resulted in leveraging the workforce for more productive activities needing human intervention.

The global health crisis is shaking up the normal ways of work and upending businesses like never before. What does it mean for businesses as they plan for the year 2021? What are some of the trends that you think will shape the workplace in 2021?

2021 will witness a shift in workplace mindset that is focused on how businesses can thrive in a new normal. This creates an opportunity to redesign work practices creating simple but significantly long-lasting changes to boost employees鈥� productivity, engagement and holistic well-being in 2021, and beyond. It will also create an opportunity for enterprises to be more sensitive towards the impact on workplace diversity, gender neutrality, and mental health which the global pandemic has brought to the fore.

I believe that a hybrid workplace setting will be an accepted norm forever, thanks to the pandemic that acted as a catalyst. Organizations have come to realize that a flexible working structure will have a positive effect on the productivity and efficiency levels of employees.

Given the kind of digital transformations organizations are going through, do you think, it’s time for big tech companies to innovate faster and play a larger role in helping businesses large and small prepare for the road ahead?

Innovation is no more a competitive advantage, it鈥檚 a survival strategy in today鈥檚 market conditions. I am glad to see enterprises embedding innovation into their processes and in their ways of thinking. We have seen big tech companies helping organizations of all sizes during the pandemic to help them weather the storm and to prepare them for the road ahead. Earlier this year, 麻豆原创 opened the procurement platform to help small enterprises. We have enabled hundreds of small businesses go digital with our 鈥�Global Bharat鈥� program. Additionally, all the large enterprises served by tech companies were enabled to help their ecosystem of suppliers, partners, and customers in an effective manner. They should continue doing the same to help stabilize and grow our country鈥檚 economy.

Most importantly, for us to emerge victorious once this crisis is over, we all must stay empathetic while working towards a shared vision.

Do you feel confident in your business post-COVID-19? What are your top priorities moving forward in 2021?

Customer success is a top priority for us – now more than ever. We need to elevate the experience of our enterprise customers by making it easier for them to consume our tech solutions on the basis of realizable business value thereby helping them run better. We have been at the front and center of driving digital transformation across enterprises.

Another priority for us is the well-being of our 13,000+ strong workforce in India who continue to work remotely, serving customers, and adding value to their businesses. We will continue to foster a culture of inclusion driven by empathy. After all, our people remain our biggest asset!

This article featuring COVID-19 triggered trends in the tech industry originally appeared on .

The post Innovation is a survival strategy in today鈥檚 times: 麻豆原创’s Kulmeet Bawa appeared first on 麻豆原创 India News Center.

Connected solutions have proven their worth in today’s crisis. In the 2020 Metal and Mining Industry Summit hosted by ASSOCHAM and 麻豆原创, the business leaders came together and shared insights on the comeback roadmap in the post-pandemic world. One of the key sessions in the summit was by Mr. Vikash Srivastava, Head IT, Business Intelligence & Data Visualization, , sharing his perspective on how a connected workforce ensured worker safety and improved productivity amidst the COVID-19 crisis.

Previously, organizations had thin, umbrella-like policies that could sustain small impacts but failed to transform into a solution in a crisis like now. Today, technologies must provide the much-needed support for factory and front-line workers to collaborate effectively, as physical distancing becomes the new normal. Digital tools are primed to play a significant role, enabling a connected ecosystem with high safety and productivity management standards at the center.

Find how the manufacturing industry is mastering ‘shorter time to value’, focusing on insights and total workforce management integration. Embedding digital collaboration in workspaces Manufacturing industries are in for a big change with their workforce’s safety and security of paramount importance. They face a few challenges broadly:

• Create zones so that no employee goes to a zone where he is not permitted
• Employees can be located immediately in case of any distress
• Contact tracing to protect staff in-case of infection and control the spread

, the 113 year old leading steel manufacturer, took a big step in this direction with its tech-based initiative for safe working inside their manufacturing plants and mines in the COVID situation today. With a high workforce footfall (approx. 30-35 K), huge amounts of data get captured every single second across plants and mining sites. To make sense of this digital data trail, they used that confirmed maximum gain from multiple data points, increased productivity, and operational efficiency in real-time, along with ensuring the safety of their workforce. The database was further integrated with an IoT based tracking system called ‘Suraksha Card,’ that can monitor all its employee movements in real-time. The technology enabled a crowd sensing solution that detects and alerts a violation of social distancing at floors. A COVID risk profile assessment is done with scientific contact tracing and social-distancing checks enabled through AI.

The data is captured in real-time, transforming into solutions and quick actions – STRONG RESPONSE PROTOCOLS. The HANA platform is integrated with different applications in TATA Steel, including the 麻豆原创 HANA modules, employee attendance, and biometric systems. A real-time data analysis of every single employee gets captured, which ensures the complete safety and security of each person. If an employee’s profile doesn’t fit the profile required for that area, or he is a COVID positive patient or even been in close proximity of a +ve patient, then the turnstile will not open. With multiple checks and balances in place, it supported in controlling the spread of the disease and improving the productivity of every employee.

Business technology platform for confident decision-making

Manufacturing industries need data-driven, real-time decisions, and actions. The embeds intelligence into applications and analytics, helping find answers in just a few clicks. The solution is both scalable and replicable and adapts itself to the business requirements. It can process billions of records in a few milliseconds, helping the operation control center minimize the number of unauthorized movements or unwanted movements inside a floor. The big data platform also further ensures compliance to over a hundred statutory related to worker attendance or working time, considerably reducing the time and effort to manage it manually.

9 in 10 survey respondents say their end-user computing systems and technology have led to productivity improvements within their organizations.

It further improves the compliance system’s reliability for duplicate gate passes and dormant gate passes, highlighted by the inbuilt analytics module. With the connected workforce platform powered by 麻豆原创 HANA, TATA Steel was able to have:

• Near real-time big data platform, with 100 billion rows processed per second
• 20% reduction in issued gate passes
• 30% reduction in near-miss cases
• 100% workforce coverage

Conclusion

The result for implementing 麻豆原创 HANA has proven highly beneficial for TATA Steel. The workforce is now reporting to work with higher confidence levels and is better prepared and informed about the tasks at hand. With all the information readily available, employees can act more independently and quickly. This amounts to high productivity, jobs getting done speedily, and employee health safety is taken care of at the highest level. TATA Steel asserts that the overall experience of employees has improved. As manufacturers face an urgent need today to ride the next wave of productivity in operations and workforce management, digitally enabled architecture offers a solution. Businesses can experience scalability, speed, and performance to have a significant competitive advantage in the post-pandemic world.

Write to us sapindiamarketing@sap.com or simply call us 1800 266 2208, to start your journey of business innovation with .

The post Tata Steel: Improving Workforce Safety and Productivity with Real-Time Intelligence appeared first on 麻豆原创 India News Center.