It isn’t that this article by Navi Radjou of Forrester is wrong (here), but it misses at least three areas in which SAP leverages India’s talent and mind-set Sure, what Ranjan and the SAP India team have done (and are doing) is impressive, but the impact of India and a globally adaptive approach are far more widespread:
- Solution Development: I won’t belabor this, but many key parts of the SAP solution portfolio are developed in India. The various SAP Labs sites in India moved quickly from coding functions, to designing modules, to delivering entire solutions.
- Global Services Delivery: Jan Grasshof’s team is much more than a simple “me-too” outsourcing shop. I was in Bangalore last week and saw the sophistication and speed with which they could bring value to the table. A great example — coincidentially with Nokia, also in Navi’s article — was when SAP Global Delivery both supply chain expertise and rapid prototyping to accelerate an implementation.
- Management Development: My organization’s management program includes one week in Bangalore, a measure of how integrated a global mindset has become in our way of working. SAP sends executives and managers half-way around the world so they can feel, taste, and touch what this new business world is all about. We also have exchange programs — even within projects — to ensure better, more consistent communications and understanding among our various teams.
Filed under: Collaboration, Communications, Complexity, Globalization, Leadership, Organizational Change Management, People Development, SAP | Tagged: Cisco, Forrester, Global Delivery, Globalization, India, Jan Grasshof, management training, Navi Radjou, Nokia, Paul Ritchie, SAP Labs, team building, virtual teams | Leave a comment »