Cognizant India's Super Hero : Mr Francisco D’Souza

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A few days ago, US-based Cognizant overtook Infosys to become the second-largest IT company in India, an important milestone that saw the baton being passed from an iconic pioneer in the Indian technology space to a future contender.

The man steering Cognizant on Sunday is boyish-looking, 44-year-old Francisco D’Souza, who could easily pass for an energetic student at a management school, than for the CEO of a top-flight technology company. Much of Cognizant’s success is thanks to D’Souza, who, in the past five years as CEO, has propelled the company’s revenues from $1.4 billion, when he took over, to almost $7 billion on Sunday, at a compound annual growth rate of approximately 35 per cent.

D’Souza attributes much of his success, and Cognizant’s, to his peripatetic childhood. His father, Placido D'Souza, an Indian Foreign Service diplomat, had to move to a new country every few years, and he made sure his son attended a local school wherever they went: Whether it was Panama, Zaire, Trinidad, New Delhi, New York, Hong Kong or Pittsburgh. This resulted in the need to learn new languages, make new friends, explore different cuisines, and soak up diverse cultures.


"If there is one thing in my personal life that has made a decisive impact on business in Cognizant, it is the multi-cultural experience that I have gained and cherished,” says D’Souza. “From the beginning, we have consciously built the organisation with this 'multi-cultural' flavour, because to serve the global marketplace, you need to be global. What I learned growing up in a microcosm, is very much alive in the DNA of Cognizant", says Francisco.”

Born in Nairobi, D’Souza grew up in three continents. He attained a bachelor’s degree in business administration from the University of East Asia, and a master of business administration degree from Carnegie Mellon University in Pittsburgh, US, where he reportedly was the youngest in the class, thus acquiring the moniker, ‘the kid’.


When D’Souza took over in 2007, Cognizant was a late entrant in the IT services sector, dominated by giants like Wipro and Infosys. Playing catch-up was not easy. But D'Souza had a clear game plan— focus on a few areas and expand into adjacent ones, be it new geographies, solutions, or industries.

Within Cognizant, D'Souza had many roles to play — from the Director of the US operations, to the vice-president (North American operations), to COO, and now, CEO. During these stints, D'Souza set up and incubated the North American operations, European operations, and newer industry practices and solutions.

Yet, D'Souza isn’t satisfied. He recently announced that his ace team of Gordon Coburn, R Chandrasekaran and Rajeev Mehta will take over the ownership for over 95 per cent of the company's business, allowing him to focus on new business models, geographies, and technology architectures, somewhat akin to the decision Bill Gates made many years ago, when he handed over the reins of Microsoft to Steven Ballmer.

According to analysts, these new ideas, models and technologies may not have opportunities on Sunday. However, in the next three-five years this strategy will germinate, especially in areas like social media, cloud and mobile analytics. D’Souza refers to these as emerging business accelerators (EBAs), and expects those to be the material-drivers of Cognizant's future growth. The EBA segment comprises 18 new businesses, with D’Souza heading four. In effect, D’Souza has created a venture capital organisation within his IT enterprise and appointed ‘mini’ CEOs from Cognizant’s work force to head these verticals.

At this rate, D’Souza, at the tender age of 44, has a good chance of eclipsing the luminaries of an older generation of IT entrepreneurs, who set the bedrock for Cognizant’s success.
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Posted By Sundeep aka SunTechie

Sundeep is a Founder of Youth Talent Auzzar, a passionate blogger, a programmer, a developer, CISE and these days he is pursuing his graduation in Engineering with Computer Science dept.
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How the big IT gaints like Wipro, Infosys, Cognizant create their leaders...

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Every year, Wipro chairmanAzim Premji and the CEO of the company's IT business TK Kurien block one week of their time to review succession slates in the company. The search is not restricted to front-line leaders who would occupy corner room positions; it runs deeper in the organization covering a large number of leaders across different business units. 


Wipro's Talent Review and Succession Planning exercise assesses its leadership bench strength annually and makes sure there is a ready pool of successors to fill critical roles. "The talent review process gives us a leadership-level talent inventory and capability map that reflects the extent to which critical talent needs are fulfilled vis-a-vis business drivers. This process covers 600 senior leaders in the organization," said Saurabh Govil, global HR head for Wipro's IT business. The annual exercise is timed around the completion of the annual performance appraisal in May. 



Many of the major IT companies have put in place, or are in the process of putting in place, succession plans for not just their top management executives, but also their leaderships at different levels. For US listed companies, CEO succession planning is now almost a mandate. In 2009, the Securities and Exchange Commission provided shareholders the right to demand more transparency in CEO succession planning. 







Infosys Technologies put in place succession planning early last decade, when it identified some 400 potential leaders. Its Leadership Institute in Mysore has played a big role in training leaders. Over 800 employees have undergone the programme at this institute. Incidentally, Infosys even has an IT solution for succession planning called TalentEdge that helps organizations determine successors for employees who play critical roles. 













Mid-sized IT firm MindTree has initiated a leadership review process to identify 100 leaders in the company by 2015-16 . "In managing talent, it's either a make or buy decision. We are creating a leadership pipeline with 80% of talent requirement being groomed in-house , while we will acquire 20% externally ," said Ravi Shankar, chief people officer at MindTree. The company also focuses on succession mentoring where the CEO and chairman of the company spend 15-20 days in a year with the successors who have been identified. 










HCL Technologies has a well-defined succession plan for its top 30 managers including its CEO Vineet Nayar. Currently, the top three second-level leaders manage 30% of HCL's business and one of them could succeed Nayar. These include Rahul Singh, president of financial and business services , Anant Gupta, president of infrastructure services and Steve Cardell, president of enterprise application services. 





Cognizant Technology Solutions recently benchmarked the skills and competencies of 22 senior executives in India as part of its succession planning. "They will eventually play a larger role in the company, heading critical functions," said a source privy to the development. However,the company denied undertaking such an exercise. 


Though companies are secretive about succession planning, they follow a rigorous process to get visibility into the company's leadership talent pool. "This assessment leads to an identification of short-term and long-term successors for each key role," said Govil. Wipro identifies three successors for each critical role. 



MindTree follows a multi-tier assessment process to benchmark competencies of internal candidates under its Leadership Talent Review process. This includes peer reviews, mapping competencies by teams internally and by external consultants. "The successors are put through a nine-month structured leadership programme to prepare for critical openings. An action plan is drawn up with live projects to review the results and bridge the existing skills gaps. A personal coach is assigned to groom potential successors," Ravi Shankar said. 




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Posted By Sundeep aka SunTechie

Sundeep is a Founder of Youth Talent Auzzar, a passionate blogger, a programmer, a developer, CISE and these days he is pursuing his graduation in Engineering with Computer Science dept.
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STORY ABOUT LEADERS

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You’re Not a Real Entrepreneur

Who is an entrepreneur really? It turns out that there are four distinct types of entrepreneurial organizations; small businessesscalable startupslarge companiesand social entrepreneurs. They all engage in entrepreneurship. Yet entrepreneurs in one class think that the others aren’t the “real” entrepreneurs. This post looks at the differences and similarities and explains why there’s such confusion.
Small Business EntrepreneurshipMy parents came to the United States through Ellis Island in steerage in sight of theStatue of Liberty. As immigrants their biggest dream was opening a small grocery store on the Lower East Side of New York City, which they did in 1939. They didn’t aspire to open a chain of grocery stores, just to feed their family.
My parents were no less of an entrepreneur than I was. They went on an uncharted course, took entrepreneurial risk and only made money if the business succeeded. The only capital available to them was their own savings and what they could borrow from relatives. Both my parents worked as hard as any Silicon Valley entrepreneur but with a different definition of a successful business model; when they made a profit, they could feed our family. When business was bad they figured out why, adapted and worked harder still. They were only accountable to one and other.
Today, the overwhelming number of entrepreneurs and startups in the United States are still small businesses.
Scalable Startup EntrepreneurshipUnlike my parents, Fred Durham and his partner Maheesh Jain started the now $100+ million CafePress, knowing they wanted to build a large company. Founded in offices smaller than my parents grocery store, Fred and Maheesh’s vision was to provide a home for artists who made personalized products assembled in a just-in-time factory that today delivers a customized gift each second. Once they found a profitable business model they realized that scale required external venture capital to fuel rapid expansion. With venture capital came accountability to board members, forecasts, and other people’s agendas. Success for a scalable startup is a three-times (or more) return on the investor’s money – either by a public offering of stock or by selling the company.
Scalable startups in technology centers (Silicon Valley, Shanghai, New York, Bangalore, Israel, etc.) make up a small percentage of entrepreneurs and startups but because of the outsize returns attract almost all the risk capital (and press.)
Large Company EntrepreneurshipAt the end of 1980, IBM decided to compete in the rapidly growing personal computer market. They were smart enough to realize that IBM’s existing processes and procedures wouldn’t be agile enough to innovate in this new market. The company established their new PC division (called Entry Systems), as a Skunk Works in Boca Raton Florida a 1000 miles from IBM headquarters. This small group consisted of 12 engineers and designers under the direction of Don Estridge. Success for this new division meant generating substantial revenue and profit for company.
The division developed the IBM PC and announced it in less than a year. Three years later the division had sold 1 million PC’s, had 9500 people and a billion dollars in sales.
Don Estridge’s paycheck and funding for the division came from IBM and he reported up the organization, but in his own division he was no less entrepreneurial than Michael Dell or Steve Jobs – or Fred Durham or my parents.
Social EntrepreneurshipIrfan Alam, a 27-year-old from the Indian state of Bihar started the Sammaan Foundation to transform the lives of 10 million rickshaw-pullers in India. Irfan got banks to finance rickshaw-pullers and designed rickshaws that can shelve newspapers, mineral water bottles and other essentials for rickshaw passengers. These rickshaws carry ads and the pullers get 50% of the ad revenue, the remainder going to Sammaan. The rickshaw-pullers end up as owners after re-paying the bank loan in installments. Irfan started off with 100 such rickshaws in 2007 and have 300,000 today.
Irfan doesn’t take a salary but he is as focused on scalability, asset leverage, return on investment and growth metrics as any Silicon Valley entrepreneur ever was.
SummaryIf you put the four entrepreneurs in the room you would understand what they had in common- they were resilient, agile, tenacious and passionate – the four most common traits of any class of entrepreneur.
Also in common, each of their businesses initially were searching for a business model, and each was instinctively executing a customer discovery and validation process.
Yet there are obvious differences in each type; personal risk, size of vision and goal.
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