Thinking digital

Rupesh Patric is a Managing Consultant and member of our Solutions team. Leveraging his background in IT with Microsoft and having grown up in a very tech-driven India, we took the opportunity to ask him his perspective on ‘digital’ today.

The aspiration and strong interest that people have for technology in India, can you elaborate on that?

Like the Swiss, Indians place a very high emphasis on education. There is an emphasis of high-school curriculum on Mathematics and Science. In fact, school kids have now started getting a "foundation" for IIT- the Indian Institute of Technology, our most prestigious engineering college - and Math-Olympiads from 8th grade. Also, the business environment in the most Indian cities are relatively investor-friendly. It's easier to acquire land to set-up an office. Hence, there are more multinational tech companies, ready to invest in these cities and thereby creating more technology jobs.

What about the Sundar Pichai’s and Satya Nadella’s of the world, what do you think is the key to their success in digital?

The most obvious reason for Indians to be targets for senior executive positions at tech companies is that most of them are coders and engineers at heart. Tech companies, like Google, Microsoft, and Facebook, appreciate engineers more so than people with business administration and marketing backgrounds. They like people who build things than who sell them.

What about your own digital pathway, any words of wisdom?

For me, it’s a blend of my creative itch, personal humility and intense professional will!

What is around the corner in digital collaboration, not only with Microsoft, but with Facebook for the workplace, and LinkedIn following suit?

Members of traditional or conservative organizations perceive social networking as a sheer time wasting tool and that perception has to change first. Also, the sharing of information across the enterprise via social networking creates a transparency, and even security or privacy issues that may or may not necessarily be welcomed, by all sectors of the organization. This perception may possibly change if enterprises are able to justify use of social networking, based on return on investment.

What about promoting social networking from within?

The enterprises that are actively adopting Social Networking Platforms, must actively drive adoption. If training in the use of enterprise social networking tools is not provided to employees who do not have experience using them, they are unlikely to be widely adopted.

How can such platforms improve?

The use of enterprise social networking must be championed at the highest levels of the enterprise – to lead by example - to provide the resources needed and promote adoption throughout the organization.

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About the author

Kirk Havelock

Kirk is a keen writer and part of blue-infinity's Marcom team, previously holding diverse roles with leading multinationals, and is originally from New Zealand.