Strategic agility business approach sanjay bhale_mkt036

ISBN - 978-93-81583-46-3

National Conference on Emerging Challenges for Sustainable Business 2012 1452

Strategic Agility; Business Approach of Multinational ICT Firms in Indian Context

Prof. Sanjay M. Bhāle1, Prof. Mahima Mishra2 1MIT School of Telecom & Management Studies, MIT-Pune, Kothrud Campus

2Symbiosis Institute of Business Management, Pune [email protected]; [email protected], [email protected]

Strategic Agility; Business Approach of Multinational ICT…


Strategic agility; business approach of multinational ICT firms in

Indian context

Abstract

Purpose: purpose of this paper is to study the phenomenon of globalization in

ICT and the respective strategic implications firms-like IBM, CISCO, and

HCL have made in Indian context. The paper aims to explore strategic

propositions of ICT (Information and Communication Technology) industry

and strategic agility these firms have been exhibiting phenomenally in recent

years.

Design: this paper is conceptual in nature wherein qualitative method has

been used to substantiate the significant issues of international business

scenario of ICT especially in Indian sub-continent. An attempt is made to

explore the strategic approach in order to make certain vital observations to

lay down conclusion.

Findings: the paper contemplates that globalization in fact has made a

paradigm shift in strategic planning of global ICT companies in order to

categorize innovation as new trend of business performance and so called

successful strategy in their respective domain.

Managerial Implications: paper provides an insight about the strategic

integration of globalization, innovation and technical aspects of the business

practices uses by multinational ICT companies. The studies along with

literature review underlay significance of global strategy firms are adopting

creating value on local and international levels.

Future Scope: the trend is seen departing from traditional marketing and

adopting tactical approach that reflect the growing importance in business

intelligence of multinational corporations, that latest findings of research, and

the most advanced experience of practitioners; a revolutionary development in

the shift to the strategic concept of business.

Key Words: business intelligence; creating value; globalization; innovation;

strategic proposition



Introduction

Businesses today cannot survive, let alone prosper, without leveraging diverse

technologies into day-to-day operations and long-term strategy. A business

strategy can only be meaningful and remain relevant is it incorporates a strong

sense of how current and future technologies will help fulfill, shape and

potentially threaten-market, customer, and product strategies. Think of it as

strategy propelled by technology. Strategy can be defined as the actions that

managers take to attain the goals of the firm which is to maximize the value of

firm for its owners or its shareholders. There are different approaches to

devise different strategies which vary from one country to another but all these

strategies should be in sync with the goals and objectives of the organization.

There are no single views on strategy formulation. Global strategies are not

only about the presence of firm in global market rather it’s a strategy to

compete in a chosen market. For this a firm can bring its entire worldwide

resources to face any challenges regardless of where and what it might be.

Thus strategy depends on market, competitive scenario and various

institutional challenges that target country poses. A firms global approach to

international marketing should include (1) to view entire world as their market

(2) to seek homogenous market sets (3) adaptation of marketing mix if needed

culturally or socially.

When we talk of strategic dynamism ICT (Information and communication

technology) industry exhibits an inherent strategic agility. Contrary to the

simpler or more stable industries ICT has been facing the twin challenges of

speed of emerg-

ence and of the erosion of industry boundaries. In fact, the word

"convergence" (eroding industry boundaries) had been coined first with

reference to that between computers, home entertainment, and communi-

cation services. The ICT industry has gone through many technological



and market disruptions over the past few years, from the shift from cen-

tralized mainframe computer architectures to decentralized client-server

ones, through the disruptive advent of the internet, opening the gate to all

kinds of new information service and interactive business models and

ecosystems across the globe.

It is an industry characterized by fast change, and also by complex systemic

interactions. If we see long-term survivors, these companies that not only

survived, but thrived on disruptions e.g. Accenture (known as Andersen

Consulting until not too long ago), Canon (which started as provider of

reconnaissance cameras to the Japanese military in World War II), Cisco

(relatively youngster, but not exactly new), HP, IBM, Intel, SAP, and others.

International marketing strategies are complex and tend to vary widely across

nations, industries and firms. The elements that form in the ingredients of

international strategies are numerous and their importance is tightly

interwoven contexts.

Multinational corporations (MNCs) have played a major role in this era of

globalized economy. In this regard, it is natural that the unit of analysis in the

field of international business has principally been MNCs. However, instead

of focusing only on firm-specific factors, the scope of our analysis should be

extended to include location factors that play a vital role in determining a

firm’s competitiveness: as MNCs and countries are two main players in the

game of international business, a clear understanding of the mechanism

driving competitiveness of countries, which has not been given much attention

by scholars in international business, is of great importance for establishing

and implementing viable strategy for MNCs.

The concept; Emerging Markets and Multinationals

Emerging markets are increasingly becoming the growth drivers of the global

economy. There is increased scrutiny and interest in emerging markets since

the 1990s.The interest can be viewed from a demand and supply perspective.

With a huge population and increasing income, emerging economies provide a

big market for goods and services. Also, with talented manpower and low

costs, emerging economies are supplying more and more goods and services to



the world. Multinational corporations (MNCs) play a very important role in

global business and economy. There is an increased interest in research and

explanation for emerging markets and MNCs (London and Hart, 2004; Meyer,

2004; Ramamurti, 2004; Khanan et al., 2005)

MNCs and emerging markets have become a popular subject of interest in

international business in recent years (Meyer, 2004). There are four aspects to

this. First, MNCs from developed countries are targeting emerging markets.

However the success record of these MNCs in emerging markets, particularly

that of American MNCs has been far from satisfactory. This has prompted

researchers, particularly in leading American Universities to study the reasons

for MNCs failure in emerging markets (Khanan and Palepu, 1997; Ramamurti,

2004) MNCs need to reinvent strategy for emerging markets and look beyond

the transactional model (London and Hart,2004). The concept of institution

void is one such explanation available. According to this concept the lack of

regulatory framework, contract enforcement mechanism, and specialized

intermediaries in emerging markets is the reason for failure of developed

countries MNCs in emerging markets. MNCs need to adapt their strategies

according to the context (Khanan et al., 2005).

The second aspect of the MNCs and emerging markets is the increasing

number of emerging markets MNCs (EMCs) going to developed countries.

These EMCs are fighting with established MNCs from developed countries for

market share and growth. There is a manifold increase in merger and

acquisition activities of EMCs from emerging markets into developed

countries. They have been expanding and acquiring new businesses at a

frenetic pace, conduction more than 1,100 mergers and acquisitions, altogether

worth US$128 billion in 2006 (UNCTAD, 2007, Accenture, 2008).

Acquisition of IBM hardware by Lenovo; Choros by Tata group; and recent

acquisition of Jaguar and Land Rover from Ford group by Tata are few

examples. EMCs are expanding at a speed and scale to make even the largest

Western multinationals take notice (Accenture, 2008).

Perlmutter (1967) suggested three different types of strategies – ethnocentric,

polycentric and geocentric. According to him strategy of firm depends



whether firm is ethnocentric, polycentric or geocentric. In ethnocentric firm

parent company dominates the entire network of the firm. Products are

standardized and its marketing, financing and pricing are centralized but

manufacturing can occur in any subsidiary depending on availability of cheap

cost, raw material or labor. Since products are uniform, the firm enjoys

economies of scale by producing in bulk but a big challenge is to fit the

product in a local demand spectrum. In polycentric firms, products are not

standardized and are adapted as per local demand. Production, operations and

pricing decisions lies with local subsidiaries while a parent company reaps

benefits from geographic adaptation and diversification. But these firms lack

synergies and global branding as one subsidiary products are not accepted by

others. Geocentric strategy reaps the benefits of both strategies and keeps

global perspective with local adaptation. It aims at maximizing global revenue

by multi product system. Thus production, marketing or financial strategy

differs from one country to another according to several economic and non-

economic factors and at the same time it imbibes vision, mission and goals of

the parent firm.

Concept of experience curve economies by Hall and Howell (1985) suggests

systematic reduction in production cost which has been observed to occur over

the life of a product. Production cost declines due to two factors – (1)

Learning effect which is cost reduction that comes from learning by doing, (2)

Economies of scale, which is reduction in cost by producing in large volumes.

Most multinational firms enjoy economies of scale by employing and using

increasingly specialised equipment, technology or personnel. Thus, each time,

as accumulated output doubles production cost declines by some common

characteristics. Porter (1985) believes that a firm’s competitive advantage

depends on the selection of an appropriate generic strategy which includes

cost leadership, differentiation and focus on a specific segment of the market.

He later (1986, 1990) developed generic strategy theory which involves

configuration based on value chain concept as well as coordination of

activities in different nations.

Prahlad and Hamel (1990); Kay (1993) developed another concept of core

competence based strategy. They proposed that core competencies can be



possessed if necessary resources like physical, technological, financial and

human are available and new competencies can be developed in respective

area which puts firms in a superior position. These core competencies are the

skills that competitors cannot easily match or imitate. Barlett and Ghosal

(1989) suggested transfer of core competencies. According to them core

competencies can be transferred to the target market which helps in capturing

these markets with premium pricing. Like MacDonald’s core competency in

managing fast food operations has been successfully transferred to its

franchisees or Toyota’s high quality well designed cars with low delivered

cost helped them to enjoy success in other countries market. Thus any firm

that operates internationally can get greater return from their skills and core

competency by realizing location economies and reduce cost of production by

adapting experience curve economies.

Yip (1993) refers to adoption of total global strategy which consists of three

stages. In the first stage he refers to developing core business strategy, in the

second stage the core strategy is internationalized and finally, in the third

stage, all activities of the firm in different nations are integrated. Thus, for a

firm it’s a choice between focusing on core competency or adoption of local

customization of technology and product or a combination of both. In some

cases its local customization which is crucial while in others development of

core competency plays a greater role.

Research Design

The research is secondary in nature with an aim to empirically assess the

strategic levels of ICT companies to substantiate the significant issues of

international business strategy as vital competitive aspect. An attempt is made

to explore the strategic approach of these organizations in order to make

certain vital observations to lay down pertinent conclusion.

1. Strategic alliance; a strategic norm



The rise of emerging markets has not gone unnoticed by multinationals based

in development markets, such as the United States, Europe, and Japan. In

many cases, multinationals landed in the larger markets immediately after

liberalization and have been operating in those markets for years. Emerging

markets have already become major growth drivers for telecommunications-

related multinationals.

US based Cisco decided to establish its Globalization Center East in Banglore,

India, in 2007. The center was lined up to house one fifth of Cisco’s top

executives and ten thousand employees by 2011.the importance of emerging

markets should be reflected in the composition of multinationals’ senior

management and its flexibility to go for agile strategies according to local

markets.

According to Mr. John Chambers who has led the $ 43 Billion company,

developed market should be more competitive if they intend to take on the

emerging markets. Throughout the mid-2000, Cisco built a significant

presence in India. It established its Globalization Centre East in Bangalore that

houses the company’s business development and research and development

centre. It was Cisco’s second unit outside the US. Cisco continues to focus on

strategies, engineering and architecture in the emerging markets (such as

China and India) for the world and then bring them around the globe

(introduce them in developed markets such as US and Canada).

As a top executive, you've almost certainly forged strategic alliances with

other companies. Some of these deals have worked--but many others have

likely failed. In fact, companies worldwide launch more than two thousand

strategic alliances every year, and more than half never deliver as promised. In

Strategic Alliances, Steve Steinhilber (Cisco’s Vice president) proves that,

despite the odds, alliances are critical to the business strategy for companies

competing globally: customers want integrated solutions to their problems,

and that's pushing companies to work together to create differentiated

offerings. Equally crucial, well-managed alliances generate important forms of

business value, including new products and accelerated growth. Drawing on

his experience as the head of Cisco's Strategic Alliances group, Steinhilber has



created tools and guidelines that will help you forge alliances that work. He

describes the three essential building blocks of successful alliances and

explains how to establish: The right framework--by articulating how an

alliance will help you achieve your company's strategic business goals and

identifying potential partners The right organization--by staffing your alliance

organization with the right people and constantly honing their skills The right

relationships--by cultivating trust among the many key internal contacts in

your organization and your alliance partners Engaging and authoritative,

Strategic Alliances shows you how to manage strategic partnerships more

effectively and maximize their value in a complex and changing business

environment.

Today the companies have become an extended enterprise where the

constituents are not only corporate employees, but also suppliers, customers,

and partners in the corporate ecosystem. Corporate system is a collection of

organizations that are interdependent to form a complete solution or Industry.

Competitive advantage here is gained by an organization’s ability to assemble

collaborative terms from across the extended enterprise in real time to harness

the knowledge of the collective as much as possible. Specifically, the

following trends significantly affect companies as they reach new levels of

productivity-

Unified communications-enabled collaboration: defined as the

integration of all of a company’s communication tools, unified

communications is the foundation for a company’s collaborative

strategy. These tools include voice communications, video

conferencing, telechat etc. It can help organizations streamline

business processes by removing much of the human delay in

business processes.

Cloud computing and virtualization in the most basic sense allows

an IT individual to manage a virtual resource instead of a physical

one. The ultimate vision of virtualization is to break all IT

infrastructures into smaller components, virtualize them, and push

them into the network. This scenario gives rise to “cloud-based”



computing where all IT infrastructures becomes available as

network.

Application networking services (ANS): ANS is a set of

technologies that directly improve the performance of applications

through a set of optimized techniques in the network layer.

Unified computing: unified computing allows virtual workloads to

move transparently across the network while maintaining critical

network parameters by effectively tying the compute layer to the

network layers.

Historically these domains have been managed in independent silos, with the

network having very little visibility into applications that run on it and how

they perform. As the integration of communications and IT continues, the

network will play a critical role in how corporate technology will evolve and

improve productivity. Ultimately this vision will lead to organizations that can

collaborate more efficiently with the entire extended enterprise.

Cisco has been practicing partnering strategy to deliver collaboration solutions

to customers by offering business value and choice to organizations that

choose Cisco as a solution provider. Cisco has developed a multifaceted

partnering program that can offer customers tangible business value. This

includes integration, channel, technology and a range of consulting,

outsourcing to offer customer a comprehensive collaboration strategy. To

facilitate the shift towards collaboration as a business-process enabler, Cisco

has partnered with several leading IT solution providers and vendors such as

Accenture, Apple, AT&T, IBM, Microsoft, Nokia, Tata Consultancy, and

Wipro.

2. Universalizing the human factor

HCL is a leading global IT services enterprise, working with clients in the

area that impact and redefine core of their businesses. Since its inception into

the global landscape after its IPO in 1999, HCL has been focusing on

“transformational outsourcing” underlined by innovation and value creation.

It leverages its extensive global offshore infrastructure and network of offices



in around 26 countries to provide holistic, multiservice delivery in key

industry verticals including financial services, manufacturing, consumer

services, public services, and healthcare.

HCL in India during 2005 was plagued with several internal problems like

demoralized work force and one of the highest attrition rates in the industry.

Since IT is a demand driven industry where growth depends on how

efficiently firms could scale up output with changing demand. One key

differentiator that helps HCL to stand apart is the way it has been nurturing its

employee’s skill and the confidence within and the organization.

HCL has adopted Blue ocean strategy that helped it bag DSG deal (DSG

International; manufacturer of disposable diapers in Southeast Asia) way back

in July 2005. Blue ocean strategy (W. Chan Kim and Renee Mauborgne,

2005) guides on how to create uncontested market space and market

competition irrelevant. For the DSG International deal, 10 participants,

including frontline Indian IT vendors, put in the request for Proposals (RFPs).

Three vendors- HCL Tech and two global companies were shortlisted and at

the end the contract came to HCL Tech. DSG was selected on the basis of its

breadth of experience, partnership approach, collaborative business sense, and

the transparency in its cost models.

HCL then decided to chase large deals that would bring a significant

transaction, to move up value chain, and go for multi-service deals with

application and infrastructure components. Based on this strategy it went

further about transforming internally, and that resulted in deals like Autodesk

and EXA.

HCL also went on strategy of reducing high-end software portfolios;

rebalancing exercise of its client portfolio, reducing high technology software

work to contain the impact of the global technology meltdown. In the past, the

company used to focus on the high-end of software development such as

engineering services as it sought a distinct image among its peers. Also HCL

was now increasing its exposure to areas such as application development and

maintenance.



But the downturn in the industry forced the company to change its strategies

as clients started shelving high-end technology work. Technology services

used to account for as much as 66% of its business earlier, now it came down

to 49%. As part of this strategic repositioning in view of current business

environment, HCL Tech reduced its exposure to or stopped working for 84

clients. This reduction was limited to marginal players and some start-ups. For

instance they cut exposure to the semiconductor vertical segment. Though,

the company had 356 clients, including 39 Fortune 500 companies.

In the highly competitive and dynamic IT landscape, HCL Tech wanted to

continue to generate new business, therefore it needed to build a reservoir of

competencies like strategic thinking, corporate governance, customer focus,

innovation, leadership and intrapreneurship in its emerging leaders. Emerging

leaders here is blended-learning program designed to quickly develop key

leadership capabilities among next-generation leaders while reinforcing

critical thinking and general management skills in virtual real-time setting that

bridges geographical boundaries.

HCL is a global leader now in Information technology services and is enjoying

and forecasting rapid business growth. To support this robust growth, HCL

needs to quickly groom business leaders and prepare them to drive strategic

initiatives in a very dynamic business environment.

Another strategic transformation occurred in 2005 when HCL shifted its

primary focus from volume to value and from process to people. Prior to this

HCL used to accept any type of deal from large operations to small projects.

But it was decided to focus only on large multi services and longer projects

that offer unique customer value proposition and aim to provide greater value

to clients. They were able to target large and medium sized customers by

offering integrated service approach under the co sourcing model.

Human resource strategies are critical for companies in the IT industry.

Understanding these requirements, HCL during 2006, thought of a new

strategy of “Employees First, Customers Second” (EFCS). Giving employees

first preference and realizing their worth was crucial for HCL to develop and



retain employees who are efficient and capable enough to surpass customer’s

expectation.

To implement EFCS successfully several new initiatives were launched like U

& I initiative where employees through an online forum can interact directly

with the CEO. Others include opinion polls, 360 degree feedback under which

reporters could give feedback of their managers (only for development

purpose and not for appraisal). i Gen, an idea generation portal was launched

where an employees can roll their ideas to improve business or to suggest

completely new processes.

Several new innovative steps were also commenced in HCL. HCL was among

the first in industry to implement the concept to manufacture (C2M) which

offers end to end solutions like product design, prototyping as well as after

sales support. Another idea was Global Risk Reward Partnership which helps

the organization to focus on its best competencies and fostering resource focus

with aligned goals and objectives. HCL was also among the first companies to

offer global delivery model which offers services from remote locations. Thus,

via employee based policies and customer value focus, HCL built a strong

service brand with improved market capitalization and revenues. The company

has established subsidiaries across the globe to sustain growth. It has set up

subsidiaries in USA, Japan, the UK and Australia etc. which aided in

pertaining the global market.

The world is more in a digital fashion today and people want to capitalize on

this trend of digitalization. With Gen-Y coming in, they want to consume

everything through the digital medium not the physical medium. Therefore

everybody has to redo their data analytics, multichannel commerce, their

digital presence, etc., and they need to find funds for that. Therefore they are

moving a lot of run-the-business (essential to business) spend to

transformation projects. According to Vineet Nayer, CEO HCL Technologies,

the world is a better place than it was a year ago. CEOs are more confident

than they were a year ago, they are smarter and astute. They are churning and

are asking a lot more questions than they were earlier. Earlier, you could do a

deal on the golf-course, now you have to show value.



3. Being local yet global

There has been tremendous growth in penetration of the mobile phones in the

recent years. Moreover, there has been significant progress in computing

power, memory, display and other features of mobile phones. IBM India has

moving ahead with innovative solutions to the contemporary requirements; the

information management group at IBM Research-India is focused on

developing next-generation technologies in various areas such as advanced

business intelligence and insight generation, context orientated information

integration, and extraction of semantic knowledge from unstructured data.

These technologies are driven by IBM Research’s goal of building intelligent

solutions and services to address business problems in various industrial

sectors, including financial, telecommunication, retail, and healthcare, among

others.

IBM’s assignation with India dated back to 1962, when it operated through a

liaison officer in New Delhi. Not willing to dilute its control with local equity

as per the requirement of then government, IBM quit India in 1978. After the

liberalization of the economy, it reentered India through joint venture with the

Tata group and eventually bought out Tata’s shares in 1997. However, two

noteworthy moves maneuvered IBM’s new growth drive in India. First, in

March 2004, IBM India clinched a US $ 750 million outsourcing contract

from Bharti Tele-Ventures, India telecom major, beating aggressive bidding

from rivals HP and Oracle. Second a month later IBM acquired Daksha, a

leading player in Indian BPO industry. While the Bharti deal gave IBM the

much needed inroad into the domestic market, acquiring Daksha catapulted

IBM among top BPO service providers in India. While realigning the Indian

team to drive growth in line with IBM’s global objectives, Annaswamy, the

managing director of IBM India, was responsible for the domestic market,

while Amitabh Ray, head IGS India, reported directly to IGS IBM Global

Services) worldwide chief Ginni Rometty. These type of deed helps get rid of

bureaucracy and makes decision making faster. Inderpreet Thukral, director of

strategy and business development, was deputed to drive growth in emerging

business opportunities in India. This focus was further emphasized with



Shanghai based Michael Cannon-Brookes, an old IBM hand in Asia, being

given special charge of China and India. Looking into relatively longer-term

strategic imperatives, Cannon-Brookes’ mandate was to oversee strategy for

both these markets and align them with IBM’s globally integrated service

offering. The decentralized structure enabled each unit to function

independently and thus grow faster.

IBM has been expanding its footprints in India and now has presence in over

200 cities and towns across country-either directly or through its strong

business partner network. India’s importance in IBM’s process transformation

and management operations was highlighted by it being named as one of the

company’s four emerging business opportunities; EBO, the first time ever in

IBM’s history that geography rather than technologies over verticals were

identified as opportunities. Translated EBO, implied that IBM in India could

at any time seek advice, counsel, and source ideas from any of the company’s

operation around the world.

Telecommunication Research and Innovation Centre (TRIC) at IBM

Research-India focuses on this exciting area of mobile computing and

challenges of the telecommunication industry with the goal of creating

innovative solutions and platforms. Researchers in TRIC collaborate

extensively with other IBM business units, telecom service providers as well

as academia.

Focused on promoting advanced telecommunications and mobile solutions and

infrastructure development, TRIC currently conducts research in following

key areas-

Enabling IT for emerging Economies using the Mobile

Platform

Telecom and Mobile Analytics

Telecom infrastructure and Middleware

Mobile application development environments and delivery

platforms



Enterprise mobility

Context-aware-services

Mobile enabled industry solutions (such as Retail, Finance etc.)

The information management team develops novel techniques for loosely

coupled structured and unstructured data through symbiotic and semantically-

disambiguated information in an enterprise. This is achieved by viewing the

structured data in the relational database as a set of predefined “entities” and

identifying the entities from this set that best match a given document. It also

attempts to explore the value of incorporating text data in various predictive

analytic models for customer lifetime value (CLV), churn prediction, and

targeted marketing.

Conclusion International environment differs greatly from one country to another in terms

of political, economic, legal, cultural aspects which poses big challenges for

international players. Powerful technological, regulatory, and economic forces

compel the senior executives of multinational corporations to repeatedly re-

evaluate and reconfigure value chains in search for ongoing competitive

advantage. However, releasing assets from existing activities and redeploying

them to new opportunities is a challenging task. MNC executives always

ought to map their worldwide footprint of strategic roadblocks and

opportunities to expand into new markets, divest redundant business, and build

flexibility to adapt future challenges.

In other words, although the ICT business is perhaps where the fast strategy

game has originated, it is spreading fast to other industries. Furthermore,

even in the absence of industry-wide change, companies that gain strategic

agility, such as an FMCG major’s "Connect and Develop" model of

open innovation, can gain strategic advantage in traditional industries and

create or transform markets.



In sum, strategic agility is not needed only from companies that are in the

maelstroms of complex and rapid change. Companies in mature industries

that develop superior strategic agility can leave their competitors behind,

create new markets, rejuvenate their business models, and renew the way

they compete.

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