Indian Approach to Product Innovation: Missing the Magic Quadrant
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Indian Approach to Product Innovation: Missing the Magic Quadrant
LC
N VMQ
Jay Pullur, April 3, 2014
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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
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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
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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.
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Challenge #1 Opportunity Selection
How do we align with core skills and branding?
Products
Services
Internet
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NY TIMES ARTICLE: S IL ICON VALLEY ’S YOUTH PROBLEM
The
Futu
re Is
Now
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Opportunity TimingRevenue, MQ and Exit potential depends
on when you enter the market
Source: Gartner (October 2005)
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Startups need T-Shaped PeopleDeep in one, but broad in many areas
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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
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A OCompanies need to Employ
Less of A-TypeAll Questions have an Answer
More of O-TypeQuestions have an Many Options
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Challenge #3Scaling without breaking
Need Entrepreneurial people at many levels
E
E
e
e
e
e
e - Entrepreneurial
E - Entrepreneur
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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
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• 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
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Randy Pausch, The Last Lecture
Brick walls are there to stop
the people who don’t want it
badly enough.