Indian Approach to Product Innovation: Missing the Magic Quadrant

LC

N VMQ

Jay Pullur, April 3, 2014

Gartner Magic Quadrant as Metaphor for Product success

Some useful points from Zeus Kerravala, ZK Research

I. Dot on MQ seems to legitimize a product’s position in the market

III. Other Analyst firm report could play similar role

II. Perceived de facto standard for IT decision-making

Serv

ice

s

Inte

rne

t

PR

OD

UC

TS

SER

VIC

ES

Context of my talk: Software

Products

I N D I A C L A S S I F I C A T I O N

I N T E R N A T I O N A LC L A S S I F I C A T I O N

Soft

war

e

Let touch upon a few thoughts on why so few

Indian products reach the MQ?

As (resourceful) Entrepreneurs, we would individually or

collectively find ways to beat the odds, if we find acceptable, the

thoughts presented here.

Challenge #1 Opportunity Selection

How do we align with core skills and branding?

Products

Services

Internet

NY TIMES ARTICLE: S IL ICON VALLEY ’S YOUTH PROBLEM

The

Futu

re Is

Now

Opportunity TimingRevenue, MQ and Exit potential depends

on when you enter the market

Source: Gartner (October 2005)

Startups need T-Shaped PeopleDeep in one, but broad in many areas

U N D E R S T A N D I N G

V I S I O N

The Design Pyramid from: http://www.nitibhan.com/p/my-work.html

R E Q U I R E M E N T S

Challenge #2How do we find them in a

service-dominated landscape?

D E S I G N

SE

RV

ICE

E

XP

ER

IEN

CE

PR

OD

UC

T

EX

PE

RIE

NC

E

A OCompanies need to Employ

Less of A-TypeAll Questions have an Answer

More of O-TypeQuestions have an Many Options

Challenge #3Scaling without breaking

Need Entrepreneurial people at many levels

E

E

e

e

e

e

e - Entrepreneurial

E - Entrepreneur

Product

People

CapitalMarket

Customer

StrategyFar too many Indian

Entrepreneurs and startups

lack all the necessary skills,

experience and connections

for success with their ventures.

Scaling needs 360* Skills

• The big fat VC (billion dollar valuations shake competitors and markets)

• Ready networks (history and well-understood model of other ecosystems)

• Increasing M&A (800lb gorilla competitor overnight)

• Galloping Speed of innovation (fast changing customer taste, technology)

• Threats global (formidable advantages of companies from US, China)

• Volatile workforce (commitment hard to get)

• Traction is protection (mind-grab, money-grab, land-grab path)

• Design is business (consumerization; form over function)

• Shorter cycles (mindset of change; fight or flight mode)

• Changing costs (enablers of rapid pivot/direction change)

• Building organizations difficult (scalability over stability)

• Experience is irrelevant (from made-to-order and paid-to-make)

Shape ShiftingGlobal market parameters are constantly

changing for small players to keep pace with

Randy Pausch, The Last Lecture

Brick walls are there to stop

the people who don’t want it

badly enough.