Are these 5 tech trends in programming going to help or hurt the Indian IT Services industry ?
Key aspects of software development, e.g. manage, develop, build, test and deploy are undergoing massive transformation and making development cheaper, faster, and more secure.
Cloud based integrated development environment companies are providing developers with an advantage of writing code in an easier, faster and simpler fashion.
Amount of new code written is reduced by more design driven development, auto code completion, code repositories, code plug ins, widgets, and continuous agile development.
Automated test tools and services in the cloud are making it ever easier to test code before deployment.
Cloud security and identity services have made it easier for enterprise applications to work on public, private or hybrid cloud environments.
A new class of Reactive Applications is becoming more and more prevalent in both Consumer and Enterprise-facing environments. Reactive Applications are distinguished by having one or more of the following defining traits:
Resilient: The ability to recover and repair itself automatically in order to provide seamless business continuity.
Interactive: Rich, engaging, single page user interfaces that provide instant feedback based on user interactions and other stimuli.
Scalable: Can scale within and across nodes elastically to provide compute power on-demand when it’s needed.
Event-Driven: Enables parallel, asynchronous processing of messages or events with ease.
Integration of applications to external data sources and other applications is becoming ever easier because of open APIs.
Rapid increase in mobile development has impacted the prevalent programming languages. User base of objective C and Python have grown whereas that for Java and C++ has eroded.
Consumerization of programming with services such as IFTT is reducing the need for specialized skill set. Pre-developed toolkits will enable anyone to be a developer.
Aniruddha Ajit Nazre Education 1997 – 1998 HARVARD UNIVERSITY Boston, MA MBA, June 1998. Created and organized WesTrek as an active member of the Venture Capital Principal Investment Club. Captain of the Harvard cricket team. Vice President, Corporate Communications for the Health Industry Club. 1988 – 1991 TECHNICAL UNIVERSITY OF HANOVER Hanover, Germany Ph.D. in Biomechanics. Thesis topic: “Optimization of a prosthesis for above-knee amputees”. Exchange scholar (similar to Fulbright scholar) of the German Academic Exchange Service 1988-1990. GPA 4.0 1987 -1988 MICHIGAN TECHNOLOGICAL UNIVERSITY Houghton, MI Master of Science in Mechanical Engineering. GPA 3.9. 1982 – 1986 College of Engineering Pune Pune, India Bachelor of Engineering in Mechanical Engineering and Bachelor of Arts in German literature. Received gold medal in 1986. National Merit Scholar 1982-86. Ranked first in the University.
Aniruddha Nazre Experience 2012 - CSO & EVP Digital Media Services, Reliance Industries Ltd., Palo Alto & Mumbai Working with Mukesh Ambani, Chairman and CEO or Reliance Industries Ltd. (India’s largest private sector company and F100 company globally) on building “Jio”. Jio is the Reliance venture to build pan India 4G mobile broadband and fiber to home networks (a $14B investment). Jio has 3 businesses: i) Network infrastructure, ii) Digital Media Services, iii) Sales & Distribution Created Jio Digital Media Services business that offers live TV, catch up TV, VOD, music, news, and gaming apps to Jio customers on LTE and FTTH. Built and managed a team of 100+ FTEs that developed media services including international and domestic content acquisition. Created the Jio Advertising Business that serves video and display ads to Jio media services customers. Built and managed a team of 22 FTEs to launch a targeted video and display ad network Led and negotiated partnerships with Google, Facebook, Yahoo and amazon for content, advertising and technology Crafted a strategic alliance with Deutsche Telekom in the areas of the network (LTE and FTTX), planning, deployment, operations, device management and technology. Set up the Jio Innovations Lab in Palo Alto: made 2 investments to date and incubated 2 ventures 2003 - 2011 Senior Partner, Kleiner Perkins Caufield Byers (KPCB) Menlo Park, CA
Invested $172M in 19 companies in the fields of enterprise software, semiconductors, energy, and consumer digital media in the US, India and Germany
11 exits with a realized IRR of 171%: 8 trade sales and 1 IPO. 2 investments ($18.5M) were written off. Of the 8 active investments, 3 are >10X in value of original investment, 1 is >30X as of December 31, 2013. Led KPCB investments in India. Between 2006 and 2012, invested $30M in 9 companies. Led KPCB investments in Germany and made 4 investments between 2008 and 2012. Created a deep relationship network with CXOs from large companies for business development and financing of portfolio companies in Enterprise software, Semiconductors, Consumer Internet and Energy sectors Organized the CIO Strategy Exchange at KPCB, a group of 22 CIOs from F50 companies from 2003 - 2009. 1998 – 2003 SAP Palo Alto, CA and Walldorf, Germany 2002 - 2003 SAP AG - Senior Vice President Reporting to the CEO of SAP AG, led the creation of SAP Inspire, the new venture unit of SAP AG. SAP Inspire was responsible for all new business-building efforts inside SAP Hired Vishal Sikka (now CTO of SAP AG) and managed a pool of 130 engineers to start various internal ventures, primarily new businesses adjacent to existing business units of SAP Also worked with external early stage startups that were identified as strategic for SAP and needed operational assistance to accelerate execution (e.g., HANA, SAP Change management.) 1999 - 2002 SAPMARKETS, Inc - Managing Director, Americas Palo Alto, CA (SAPMarkets, Inc. was the e-Commerce software company and was acquired by SAP AG in 2001) Reporting to CEO of SAPMarkets, Hasso Plattner, had P&L responsibility for $650 million annually Grew revenues for SAPMarkets in the Americas from 0 to $100M in 5 quarters from launch Signed partnership agreements with several alliance partners: Systems Integrators (CGEY, PWC, Accenture, D&T) in addition to hardware and channel partners (Sun, Compaq, HP, GXS, etc.) Recruited 60+ employees from outside to build a field organization capable of solution selling Managed the Commerce One Strategic Alliance from a field operations perspective 1998 – 1999 SAP, AG – Technical Assistant to the Cofounder, CEO and Chairman, Hasso Plattner Orchestrated CEO’s communication on strategic topics - key customers and strategic partners Led the charge to set up and implement a SAP wide product portfolio planning methodology for development resource allocation Organized and led two annual strategy summits of the SAP, AG Executive Board Co-created mySAP.com and was in charge of all major alliance partners – IBM, TIBCO, HP, Accenture, PWC, CGEY Created the blueprint for marketplace.mySAP.com and led the execution efforts Co-founded SAPMarkets, Inc. a wholly owned subsidiary of SAP dedicated to e-commerce applications Led the effort of spinning out Tealeaf, a development unit of SAP, AG in the area of auditing software which has now been acquired by IBM Co-managed a project to test the applicability of SAP software in the small business segment 1995 –1996 SYNTHES, AG (Mathys) Berne, Switzerland Group Manager, Business Development: In charge of business development group (25 FTEs) of the orthopedic trauma business that accounted for 75% of total company sales of $260 million Identified and assessed new technologies in areas of computer assisted surgery, minimal invasive surgery and bioabsorbable materials and devices Managed the LISS project from concept to market (Less Invasive Stabilization System reduced conventional surgical time for long bone trauma by 50%) Led the effort of managing marketing activities with distributors and subsidiaries in Western Europe and the Pacific Rim. Managed strategic client (surgeons, hospitals, and academic institutions) relations worldwide. 1991 – 1995 ZIMMER, Inc. (A BRISTOL MYERS SQUIBB CO.) Warsaw, IN 1994 – 1995 Senior Research Engineer, Advanced Technology Developed and implemented a new process for compression molding acetabular cups and knee components resulting in $2 million annual savings and improved quality. Received President’s award Published and presented over 10 articles in peer reviewed journals and major conferences 1991 – 1994 Development Engineer Launched 3 new trauma products in 2.5 years, increasing Zimmer’s trauma market share by 5% Co-managed clinical and pre-clinical studies and dealings with the FDA for all three product introductions Developed industry wide standards for testing bioabsorbable products by leading an ASTM task force Received 4 U.S. and 3 European patents on medical devices and related instrumentation Other On the board of Shakti, a non-profit organization created by the Hewlett Foundation to focus on Energy Policy in India U.S. and Indian Citizen Hobbies: 5k running, biking, squash, travel and learning languages Fluent in 5 languages (English, German, Hindi, Sanskrit, Marathi) Married with 2 children Tags - Aniruddha nazre,Aniruddha Nazre article,
Aniruddha nazre at Kleiner Perkins has 7 rules for software start-ups they consider funding. I was on a “future of software” panel at TiECon East yesterday with Ajit Nazre, partner at Kleiner Perkins. Several interesting trends emerged from the panel discussion, but the 7 rules synthesized everything for me.
KP’s 7 rules for start-ups 1: Instant Value to customers – solve a problem or create value with the first use 2: Viral adoption – Pull, not push. No direct sales force required 3: Minimum IT footprint, preferably none. Hosted SaaS is best. 4: Simple, intuitive user experience – no training required. 5: Personalized user experience – customizable 6: Easy configuration based on application or usage templates 7: Context aware – adjust to location, groups, preferences, devices, etc. Most start-ups will not align with all 7 rules. But, if you don’t follow at least 5 of them…rethink your plan and business model.
We really believe that cleantech is the single biggest investment opportunity of the 21st century. As far as market size is concerned, if you add up energy and transport sector, that’s $6 trillion worldwide. That is massive; it dwarfs sectors like IT. But that does not mean you will have hundreds of companies with billion dollar market caps immediately. The risks and hurdles are also big. The biggest hurdle is obviously that you need more capital.
There are several factors why I think cleantech is such an interesting investment opportunity. Firstly, there is a consensus in the world that climate change needs to be addressed. The debate may be around what is causing climate change, but everybody agrees that there will be a change, signs are there. Addressing that is a motivating factor which is driving investments into the sector.
The second is global policy. The tailwinds are very strong towards a carbon pricing system globally. If you look at what happened in Kyoto versus what is likely to happen in Copenhagen, there is far more possibility that something globally is going to get passed that will price carbon. This will be a very positive policy change towards cleantech.
The third is volatile fossil fuel prices. The world had seen oil prices jump to $148-150 per barrel last year, and it was $35 three months ago, and now it has doubled to $70 per barrel. That volatility is something that people have realised we cannot deal with, and we need to have some stability.
There are two factors, which are technology driven, which I think are causing a lot of innovation and investment opportunities in the space. There are advances in material sciences which are enabling innovations of magnitude that would not have been possible 10 years ago, definitely not 20-30 years ago.
The reason I bring this up is because in 1970s too there was a cleantech revolution. Oil prices had peaked at that time, and there was a lot of funding for innovation. But as soon as oil prices came back down, every thing went away. I think that is not the case today, because other factors are there, and innovation capability is far superior.
Simply speaking if you want to have a photovoltaic cell with high efficiency or a better battery, new materials are enabling it. We are not just constrained with a periodic table, we can engineer new materials.
Second, thanks to Moore’s law, the computing capability we have can simulate systems. Giving an example, if you want to build a car or an airplane today, it takes much less time and dollars. You can simulate most of the systems and test them. Earlier you had to build and then test them, which takes a lot more time and money. You can effect changes with much less capital, which also holds true for cleantech innovation.
Aniruddha nazre joined Reliance in 2012. Prior to that Aniruddha Nazre was at Kleiner Perkins Caufield & Byers from 2003 – 2012. Aniruddha Nazre’sareas of investment included enterprise software and services and material science. Before joining KPCB, Anirruddha Nazre was with SAP for 5 years. At SAP, worked for Dr.Hasso Plattner, CEO, Chairman and cofounder, SAP. Aniruddha Nazreplayed a key role in formulating and executing SAP’s internet strategy (mySAP.com). Ajit Nazreco-founded SAPMarkets, a fully owned company of SAP, focused on Market place applications and technology. As the Managing Director of SAPMarkets Americas, Ajit Nazre grew the business significantly before it was acquired by SAP. In 2002, Aniruddha Nazrestarted SAP Inspire—SAP’s New Venture Unit. Prior to SAP, Aniruddha Nazre worked for six years in the medical device industry, first at Zimmer, Inc.,a division of Bristol Myers and Squibb and then at Mathys AG (Synthes) in Switzerland. During this time Aniruddha nazre managed the development in several new product lines and received 7 U.S. and four European patents. Originally from Pune, Aniruddha Nazre did his schooling in St. Vincent’s High School and then graduated with a BE in Mechanical Engineering from COEP in 1986 where Aniruddha Nazre was the University Gold Medalist. After completing his MS degree in Biomechanics from Michigan Technological University, Ajit Nazrecompleted his Doctorate in Biomechanics from the Hannover Medical Center in Germany. After a few years of working in engineering, product management and business development nazre completed his MBA from the Harvard Business School. Some notable investments Aniruddha Nazre made during his tenure at KPCB include Cleartrip, Naukri, MapMyIndia, InMobi, Virsa, and LuxVue, During his 9 years at KPCB Ajit Nazre led 19 investments of which 11 are liquid. To get information about 5 tech trends just click Ajit Nazre.
Aniruddha nazre When I'm bearish and I sell a stock, each sale must be at a lower level than the previous sale. When I am buying, the reverse is true. I must buy on a rising scale. I don't buy long stocks on a scale down, I buy on a scale up.
The price pattern reminds you that every movement of importance is but a repetition of similar price movements, that just as soon as you can familiarize yourself with the actions of the past, you will be able to anticipate and act correctly and profitably upon forthcoming movements.
Aniruddha Nazre had never hesitated to tell a man that he is bullish or bearish. But I do not tell people to buy or sell any particular stock. In a bear market all stocks go down and in a bull market they go up.
Aniruddha Nazre Greentech
Within Greentech, energy efficiency in form of green building materials and smart grid and wastewater management look most attractive.
Mobile internet We see a number of consumer and business applications for the mobile phone unleashed through the i Phone and other smart phones. We also see the mobile Internet users out number the PC Internet user’s world wide in the next few years. In countries like India, the mobile Internet users may already have crossed PC Internet users. This opens up limitless opportunities for entrepreneurs to create businesses.
Hottest technologies Energy storage technology (new battery chemistries, capacitors, and more) is an area that I am following very closely as it can revolutionize the alternative energy space. With the right storage technology, intermittent energy sources such as solar and wind can start competing with incumbent energy sources such as coal and natural gas.
Advice to entrepreneurs This is as good a time to start a new business as ever. My advice to entrepreneurs would be to find a big technical problem that serves a large market. Gather a team and get going. Silicon Valley is reinventing itself and entrepreneurs are the force behind this change.
Two Paths Taken In India: Kleiner Quits, Sequoia Charges Ahead
It’s interesting to see two top-tier Sand Hill Road venture capital firms take opposite directions in India as overseas investor interest in the market picks up under new government leadership and expectation of fiscal reforms and economic growth. India has been a tricky market for venture capital investors. It’s still early. Venture capitalists from the Valley who entered the Indian market about a decade ago have seen few exits either through IPOs or M&A — aside from the trophy success stories like Make MyTrip, which went public in New York in 2010. Kleiner Perkins’ move to withdraw from the Indian market is seen as a strategic move away from a fund it only indirectly managed with technology insider Ram Shririam with his investing firm Sherpalo Ventures. Sandeep Murthy, who was running the investments for the co-managed fund in India, now takes over a chunk of the portfolio with his new fund Lightbox. Another factor in the Sand Hill Road investor’s exit is the departure of KP’s Indian dealmaker Ajit Nazre from the firm.
But hope has sprung eternal. Many venture capitalists in India such as Ashish Gupta of Helion Venture Partners, Sudhir Sethi of IDG Ventures, Ajit Nazre former VC of Kleiner Perkins and Naren Gupta of Nexus Venture Partners remain optimistic that the opportunities for India to create innovative tech companies that can scale globally are huge. Deals like the recent $210 million fund raising for Flipkart and its acquisition of Myntra reinforce that view. See earlier Forbes post, Flipkart and Startup India. Not to be overlooked is Café Coffee Day, a Starbucks SBUX +2.22% of India, which is heading toward an IPO on an overseas exchange.
Aniruddha Ajit Nazreat Kleiner Perkins has 7 rules for software start-ups they consider funding. I was on a "future of software" panel at TiECon East yesterday with Aniruddha Nazre, partner at Kleiner Perkins. Several interesting trends emerged from the panel discussion, but the 7 rules synthesized everything for me.
KP's 7 rules for start-ups 1: Instant Value to customers - solve a problem or create value with the first use 2: Viral adoption - Pull, not push. No direct sales force required 3: Minimum IT footprint, preferably none. Hosted SaaS is best. 4: Simple, intuitive user experience - no training required. 5: Personalized user experience - customizable 6: Easy configuration based on application or usage templates 7: Context aware - adjust to location, groups, preferences, devices, etc. Most start-ups will not align with all 7 rules. But, if you don't follow at least 5 of them...rethink your plan and business model.
UPDATE: Ben Barren has a unique perspective on the 7 rules. Nicolas Toper also has interesting views.