Summary of seven game changing trends infosys report

Infosys Reports – Summary of Seven game-changing trends

ASSIGNMENT 4:
Infosys Reports – Summary of Seven game-changing
trends
Research Methodology
Dr. Sridhar

TITLE: A Study on Pragmatic Approaches and
Quality Initiatives for Enhancing Teachers’ Caliber
in
Post Graduate Institutes offering MBA Programme
under Bangalore University
Under the Guidance of
Dr. T.V. Raju
Director, RV Institute of Management, Bangalore

CANARA BANK SCHOOL OF MANAGEMENT STUDIES
BANGALORE UNIVERSITY

SUBMITTED BY

Shivananda R Koteshwar
PhD Research Scholar, 2013, REG# 350051

Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University

Seven
Game
Changing
Trends

Source:
http://www.infosys.com/building-tomorrows-enterprise

Overview:
Infosys
approach
to
innovation

In
today’s
changing
world,
opportunities
have
become
inseparably
linked
with

advances
in
IT.
In
Infosys
endeavor
to
future
proof
the
businesses
of
their
clients,

Infosys
has
identified
seven
key
areas
that
are
rapidly
increasing
in
influence,

and
present
great
scope
for
IT-‐led
innovations:
(1)
Digital
consumers,
(2)

Emerging
economies,
(3)
Healthcare
economy
(4)
New
commerce,

(5)
Pervasive

computing,
(6)
Smarter
organizations,
and
(7)
Sustainable
tomorrow,

Infosys
believe
that
realizing
the
full
potential
of
these
drivers
is
important
for

tomorrow’s
enterprise
to
forge
ahead
of
its
competition.

1. Digital
Consumers:
Informed
and
assertive
digital
consumers
seek

compelling
experiences.
A
digital
ecosystem
enables
self-‐service
as
well
as

co-‐creation.
Personalized
solutions
usher
in
on-‐demand
solutions,
accelerate

innovation
and
access
new
demographic
segments.
Significantly,
they

maximize
customer
value
across
the
lifecycle.

2. Emerging
economies:
Access
to
'local'
knowledge
is
critical
as
emerging

economies
transform
the
global
marketplace.
An
ecosystem
that
harnesses

collaboration
helps
realize
'reverse
innovation'
across
industries.
Products

and
services
must
be
re-‐engineered,
rather
than
re-‐created,
to
address
the

specific
needs
of
micro-‐segments.

3. Healthcare
economy:
IT
minimizes
healthcare
costs
by
eliminating
wastage,

avoiding
redundant
processes
and
incorporating
best
practices
in
treatment.

Intelligent
medical
devices
and
evidence-‐based
medicine
ensure
patient
self-‐
care.
In
addition,
peer-‐to-‐peer
collaboration
through
social
media
develops
a

preventive
healthcare
lifestyle.

4. New
commerce:
The
ubiquity
of
the
Internet
and
mobile
devices
should
be

harnessed
to
meet
micro-‐requirements
of
customers.
Next-‐generation

mobility
solutions
co-‐create
value
by
redefining
stakeholder
engagement.

They
also
address
differences
within
and
across
markets,
and
drive

sustainable
growth.

5. Pervasive
computing:
Enterprises
should
analyze
real-‐time
data
from

multiple
embedded
devices
to
better
align
products
and
services
with

customer
requirements.
Computing
and
storage
infrastructure
plays
a

significant
role
in
cost-‐efficiency,
quality
of
service
and
agility.
Artificial

intelligence,
cloud-‐based
solutions
and
sensor
networks
are
a
business

imperative.

6. Smarter
organizations:
Smart
decision-‐making
demands
simple
processes.

Operational
excellence
and
accelerated
innovation
help
companies
deliver

higher
value
to
customers.
However,
it
requires
balancing
the
challenges
of
a

globally
connected
marketplace
with
the
demands
of
localization.

Tomorrow's
companies
should
facilitate
collaboration
across
stakeholders
to

adapt
to
change.

Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University

7. Sustainable
tomorrow:
A
smart
enterprise
can
grow
sustainably
through

equitable
social
contracts,
effective
resource
utilization
and
'green'

innovation.
Smart
solutions
and
analytical
insights
help
companies
navigate

the
challenges
of
sustainable
growth.
A
road
map
ensures
sustained
action
to

become
more
profitable.

1. Digital
Consumers:

A
higher
penetration
of
new
technologies
spanning
the
Internet,
telecom,

media
and
social
space
has
created
the
Digital
Consumer.
Rapidly
evolving

technology
has
accelerated
changes
in
the
digital
landscape
and
how
quickly

these
digitally
active
consumers
embrace
these
technologies
with
ease.
These

consumers
have
created
a
significant
change
in
traditional
consumer

behaviors.
They
have
changed
the
way
consumers
communicate,
transact
and

make
purchase
decisions.

As
keen
analysts
of
this
trend
and
participants
in
the
digital
economy,
Infosys

fully
realize
the
need
to
place
the
digital
consumer
at
the
core
of
their

business.
Infosys
believe
that
this
trend
will
change
the
way
enterprises
of

tomorrow
will
operate
and
connect
with
their
consumers.
The
enterprises
of

tomorrow
must
therefore
realize
the
potential
of
this
trend.

It
is
evident
that
the
emergence
of
the
digital
consumer
has
staggering

implications
for
businesses.
The
new
trends
in
consumer
behavior
require

organizations
to
re-‐look
at
company
processes,
product
design,
quality
of

experience,
pricing
configuration,
delivery
mechanism
and
medium
of

Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University

marketing
communication.
The
way
forward
lies
in
customer
centricity
and

reorienting
every
business
function
around
their
needs.
Only
those

organizations,
which
place
the
digital
consumer
at
the
core
of
their

enterprise,
will
emerge
successful.

Self
Service,
Extreme
personalization
and
co-creation
are
the
core
of
a

successful
digital
consumer
strategy.

Self
Service:
Digitally
active
consumers
are
now
reducing
their
dependence

on
organizations
and
relying
on
themselves
and
peer
reviews.
Self
Service

aims
at
creating
a
new
level
of
customer
service
by
creating
better

experiences
and
increasing
levels
of
consumer
satisfaction.
Information
on

common
customer
requests
or
grievances
captured
by
a
self-‐service

automated
system
can
be
analyzed
to
understand
preferences
and

subsequently
factored
into
the
company’s
product
development
and

innovation
processes.

Self-‐service
channels
can
be
used
to
improve

company’s
awareness
of
customers
and
trends
and
customers’
awareness
of

products
and
services.

Extreme
personalization
(N=1):

Digital
consumers
are
asserting
their

individualistic
nature
and
are
expecting
the
companies
to
understand
their

uniqueness.
It
is
imperative
that
organizations
transition
from
a
macro-‐
segmentation
outlook
to
micro-‐segmentation
(In
Infosys,
this
is
referred
to
as

N=1).
Personalization
reduces
the
time
to
market
for
new
products
and

accelerates
innovation
by
providing
direct
knowledge
of
customer

preferences
and
habits.

Co-creation:
Co-‐creation
harnesses
the
collective
intelligence
of
customers

and
partners
to
accelerate
innovation
and
shape
products
and
services
and

their
employees
to
redefine
both
strategy
and
the
organization.

Implementation
comes
with
challenges
like
Clarity
of
purpose,
Harmony
with

Intellectual
property
and
community
involved
in
creation
needs
to
be
vibrant

and
adequately
motivated
in
order
to
sustain
its
interest
and
effort.

2.
Emerging
Economies

Emerging
economies
are
frequently
described
as
low/middle
income

countries
that
are
not
completely
industrialized;
are
undergoing
economic

liberalization;
are
open
to
foreign
investment;
and
have
shown
recent

economic
growth.
Intermediaries
(private
businesses,
Non
profit

organizations
or
services
provided
by
government)
minimize
the
sources
of

market
failures
and
bring
buyers
and
sellers
together
efficiently.
In
emerging

economies,
these
intermediaries
are
still
emerging.

Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University


To
succeed
in
emerging
economies,
one
needs
Growth
Momentum,
Smart

Sourcing
and
innovative
hubs

Growth
Momentum:
Transaction
costs
and
operating
challenges
are
higher

in
emerging
markets
due
to
absence
of
intermediaries.
Informal

intermediaries
are
developed
in
many
emerging
markets
as
a
response
to

gaps
created
by
the
absence
of
intermediaries
but
are
accessible
only
to

certain
local
players.

Access
to
the
local
knowledge
is
critical
in
an
emerging

economy.
Consumers
in
emerging
economies
are
extremely
diverse.

Understanding
the
specific
needs
and
purchasing
power
of
the
target

segment
is
extremely
important.
The
consumer
segments
in
these
economies

have
their
own
expectations
from
products
and
services
that
are
driven
by

the
socio-‐political,
cultural
and
historical
aspects
of
the
country
and
the
same

successful
product/service
in
a
developed
market
does
not
work
here.

The

products
need
to
be
re-‐engineered
from
the
ground
up
to
meet
the

requirements
of
emerging
economies.

Smart
Sourcing:
Due
to
unreliable
nature
of
intermediaries
and

infrastructure,
many
companies
are
taking
an
approach
to
build
an

ecosystem
of
partners
to
support
their
operations,
rather
than
trying
to
own

the
resources
outright.
Its
critical
for
organizations
to
cultivate
an

empowered
local
leadership
team
to
learn
from
local
market
insights
and

allow
operational
decision
making
at
ground
level.

Innovation
Hubs:
Companies
need
to
adopt
a
new
form
of
innovation
–
one

that
requires
low
resource
intensity
and
strong
knowledge
management.
This

new
form
of
innovation
also
necessitates
the
development
of
experimental

hubs
that
open
innovation
processes
locally
to
respond
to
the
different
needs,

maturity
and
price
points
in
the
emerging
economies
and
help
collaborate

with
complementally
ecosystem
partners.
Emerging
economies
are
also

taking
advantage
of
having
fewer
legacy
investments
to
skip
a
generation
of

technologies
and
service
delivery
mechanism
wherever
possible
in
the

Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University

innovation
process.
As
a
result,
there
is
a
growing
reverse
innovation
trend

with
innovation
from
emerging
economies
to
developed
markets.

3.
Healthcare
Economies

There
have
been
significant
technological
and
scientific
breakthroughs
in

healthcare
and
yet
economies
are
struggling
to
address
increasing
costs,

inconsistent
quality
and
accessibility
to
timely
healthcare.

In
the
coming

years,
aging
population,
changing
lifestyles,
globalization
and
increased

prevalence
of
chronic
diseases
will
present
multiple
challenges
to
already

stretched
healthcare
delivery
in
various
economies.
Healthcare
issues
would

not
only
impact
countries
socially
and
economically
but
would
also
threaten

the
competitiveness
of
enterprises.
Fundamental
transformations
are

required
to
prevent
these
issues.

Affordability:
Affordability
is
not
just
being
cost
effective,
its
about

providing
quality
healthcare
in
a
timely
manner.
The
key
components
of

healthcare
which
make
up
cost
–
core
services,
operations,
drugs,
diagnostics,

medical
devices
etc.
need
to
be
designed
and
modeled
for
affordability
by

eliminating
wastages
and
redundancies,
eliminating
excesses,
innovating

ways
for
providing
healthcare
in
more
affordable
environment.
Technology

would
not
only
reduce
the
cost
of
delivery
but
also
enable
the
industry
to

scale
and
cope
with
changing
demographics.
To
improve
affordability,

devices
and
drug
manufactures
are
also
looking
at
emerging
markets
not
only

as
the
future
growth
engines
but
also
for
importing
innovations
from
these

countries.

Prevention:
While
improving
efficiency
will
increase
affordability,
there
has

to
be
a
focus
on
prevention.
One
good
way
of
adopting
preventive
model
is
by

incentivizing
people
for
healthy
behavior.

The
preventive
model
focuses
on

providing
the
overall
well
being
of
patient,
unlike
the
traditional
cure
model,

which
focused
only
on
paying
physicians
for
treating
a
specific
illness.

This

shift
from
the
cure
model
to
the
preventive
model
is
what
will
revolutionize

the
healthcare
sector.

Methods
like
incentivizing
wellness
in
health

insurance
plans
will
become
mainstream.
Healthcare
providers
will
be
able

to
use
technology
like
social
media
to
promote
and
motivate
adoption
of

Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University


preventive
healthcare.

Patient
Centricity:
Current
healthcare
is
disease
centric
or
physician
centric

and
is
not
sustainable
so
healthcare
is
becoming
more
patient
centric.
Patient

centric
means
considering
the
patient’s
values,
involving
them
in
clinical

decisions
and
ensuring
transparency
and
self-‐care.
Patient
centric
care
has

the
capacity
to
work
in
several
scenarios
and
create
new
methods
of
delivery.

4. New
Commerce

New
Commerce
is
not
as
much
about
individual
transactions
as
much
as

about
engagements;
its
guiding
philosophy
is
to
create
value
for
all
market

participants
–producers,
sellers,
intermediaries
and
consumers.
Customers

and
enterprises
alike
are
looking
to
conserve
their
resources
and
do
more

with
less.
A
micro
mindset
is
emerging
where
customers
are
unwilling
to
pay

for
a
complete
package
if
all
they
require
is
a
fraction.

Given
the
innovations

in
technology
and
its
higher
penetration,
there
is
now
an
opportunity
to
cater

to
underserved
segments
who
were
previously
ignored
due
to
financial,

geographic
or
demographic
constraints.
Pay
per
go
model,
repackaging

product
sin
bite
sizes
and
allowing
customers
to
buy
a
part
in
place
of
the

whole
are
changes
that
are
helping
cater
to
new
segments.

Mobility:

Mobility
refers
to
the
notion
of
redefining
access.
It
has
created

new
business
dynamics
and
technology,
devices
and
policy
have
come

together
to
make
everything
from
capital
to
channels
more
mobile
and

improve
growth,
productivity
and
profitability.
Within
the
new
commerce

theme,
mobility
manifests
as
mCommerce,
Enterprise
Mobility,
Mobility
of

Capital
or
Mobility
of
Resources.
The
rising
demand
for
mobilization
of
all

types
of
services
has
spawned
off
an
applications
ecosystem
comprising
of

developers,
telecom
operators,
device
manufacturers,
Internet
firms
and

other
service
providers
working
to
make
mobilized
applications
ubiquitous

and
accessible.

Micro:
Micro
refers
to
the
notion
of
redefining
size.
Micro-‐commerce
has

added
new
dimensions
to
business;
small
ticket
transactions
have
enabled

sellers
attain
higher
volumes
and
buyers
obtain
better
value
for
their
money.

Micro-‐commerce
is
witnessing
the
following
developments
–
Innovative

Delivery
model
and
Effective
payment
systems

Inclusivity:
Inclusivity
refers
to
the
notion
of
redefining
markets.
Inclusivity

Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University

isn’t
only
about
inclusion
of
the
bottom
of
the
pyramid
in
mainstream

commerce
but
about
reaching
out
to
markets
previously
not
accessed
for

what
of
supply
chain
feasibility
or
financial
viability.
The
influential
trends
in

inclusivity
on
the
rise
are:
Eco
system
and
Co-‐Creation,
Seamless
Integration

and
Secure
Environment

5. Pervasive
computing

Pervasive
or
ubiquitous
computing
is
related
to
the
creation
of
environments

involving
computing
and
communication
capability,
which
seamlessly

integrated
with
the
end
users.
There
are
various
technologies,
devices
and

network
facilitating
seamless
computing,
communication,
collaboration
as

well
as
commerce
for
the
end
user.
This
is
made
by
embedding
sensors,

controllers,
devices
and
data
into
the
physical
world
thereby
creating

seamless
interactions.
Pervasive
computing
will
enable
everyday
objects
to

become
smarter
and
interactive
and
thus
will
revolutionize
the
way
humans

interact
with
the
world
around
them.

Three
significant
themes
that
will
help
in
the
evolution
of
pervasive

computing
are
intelligent,
cloud
based
computing
and
Sensor
networks.

Intelligent:
Intelligent
technologies
help
in
managing
supply
chain.
Artificial

intelligence,
multi-‐agents
and
fuzzy
logic
based
techniques
can
be
sued
to

optimize
the
supply
chain.
The
accumulated
content
and
ideas
within

successful
social
networking
environments
become
an
aggregation
of
the

collective
intelligence
of
the
user
community
participating
in
those
sites.
This

presents
significant
opportunities
for
the
enterprises
that
wish
to
leverage

Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University

this
for
insights
and
inferences
on
their
users.
Enterprises
can
improve
their

decision
making
by
better
understand
and
analyzing
the
collective

intelligence
created
across
various
customer
touch
points
as
well
as
social

networks
This
is
facilitated
by
technological
developments
in
areas
such
as

customer
intelligence,
text
analytics,
semantic
web,
natural
language

processing
as
well
as
social
network
analysis.

Cloud
Based:
Enterprises
can
optimize
costs
by
leveraging
and
consuming

just
in
time
computing
and
storage
via
cloud
based
computing
platforms
and

services.
Cloud
computing
provides
a
massive
abstracted
IT
infrastructure,

dynamic
allocation,
scaling,
movement
of
applications
as
well
as

commoditization
of
infrastructure.
Cloud
computing
as
advantages
such
as

lower
costs,
faster
time
to
market,
high
degree
of
flexibility,
unlimited

infrastructure
growth
capability,
low
lock-‐in,
low
cost
of
entry
and
low

incremental
cost.

Sensor
Networks:
Sensor
networks
include
a
network
of
nodes
that
can

sense
and
may
control
the
environment
therefore
enabling
interaction

between
people
or
computers
and
the
surrounding
environment.
The
sensors

are
context
aware,
can
sense,
monitor
and
report
events.
They
are
wireless,

self-‐powering,
scalable
as
well
as
self-‐organizing.
Organizations
are

increasingly
adopting
Smart
Environments
–
Smart
Grids,
Smart
power

systems,
Smart
housing,
Smart
transportation
systems,
Smart
retain
store

etc.

6. Smarter
organizations

Smarter
organizations
are
those
that
are
able
to
deliver
long-‐term
value
by

creating
a
critical
balance
between
operational
excellence
and
continuous

innovation.
They
predict
and
adapt
to
changing
environments
and
have
an

excellence
knowledge
managements
system.

In
a
rapidly
evolving
landscape,

it
becomes
increasingly
difficult
for
large
businesses
to
focus
their
efforts
and

be
relevant.
Smarter
organization
will
not
only
focus
their
innovation
efforts

but
also
accelerate
their
speed
of
innovation
in
order
to
stay
ahead.

Simplification:
Overwhelmed
by
complexity
of
changes
due
to
globalization,

internet
and
competition,
even
larger
firms
have
found
it
difficult
to
cope
up

with
these
changes.
Smart
organizations
realize
that
lack
of
clarity
of

strategic
direction
makes
it
difficult
for
managers
to
identify
which
structure

to
strengthen
and
what
to
let
go.
So
smart
organizations
must
state
their

Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University

strategic
intent
with
no
ambiguity.
This
enables
clear
identification
of
where

the
company
will
focus
its
innovation
efforts
and
where
company
will
drive

standardization
and
rationalization.

Adaptability:
Smart
organizations
will
have
to
realize
that
the
velocity
of

change
will
continue
to
increase
and
the
ability
to
adapt
quickly
will
become

a
strategic
capability
for
succeeding
in
tomorrow’s
world.
Smarter

organizations
will
require
strategic
agility.
Smarter
organizations
are
those

that
are
agile
and
therefore
deal
with
uncertainty

Learning
and
Collaboration:
The
three
key
knowledge
management

challenges
are
(1)
Risk
of
knowledge
attrition
due
to
ageing
workforce,
(2)

Engaging
new
employees
entering
the
workforce
and
(3)
Distributed

workforce.

Smart
organizations
have
to
proactively
re-‐look
at
how
their

employees
collaborate
and
learn.
Smarter
organizations
are
re-‐designing

their
workplaces
to
make
it
more
collaborative
and
facilitate
the
accelerated

flow
of
information
among
distributed
teams.
We
are
seeing
the
rise
of
next

generation
digital
workplaces
that
will
enable
distributed
work,
collaborative

learning
and
proactive
recommendations.

7. Sustainable
tomorrow

It
is
crucial
to
maintain
the
sustainability
of
the
environment
and
in
turn,

economies
without
depleting
natural
resources.
Businesses
are
at
the
heart
of

economies
and
will
be
sustainable
in
the
future
only
if
economies
sustain.

Businesses
have
to
be
environmentally
responsible
in
order
to
sustainable

themselves.
Sustainability
is
not
only
a
need
but
also
a
source
of
tremendous

opportunity
to
business
–
Opportunity
to
differentiate,
innovate
and
to
earn

trust.

Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University


Three
significant
ideas
that
will
drive
the
sustainability
in
business
–

Social
Contracts,
Reducing
Resource
Intensity
and
Green
Innovation

Social
Contracts:
Traditionally
businesses
have
been
driven
by
economic

interests
and
those
of
their
key
stakeholders
such
as
investors
and

customers.
Today
businesses
have
an
extended
set
of
stakeholders
–
The

environment,
local
communities,
activist
organizations
and
the
larger
society

that
have
the
ability
to
influence
the
future
of
the
business.
There
is
hence
an

implicitly
social
contract
with
the
society.
Honoring
this
implicitly
contract
is

fundamental
to
building
the
trust
with
the
society
and
for
continuity
of
the

business
in
the
future.

Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University


Reducing
Resource
Intensity:
Resource
intensity
is
about
doing
more
with

fare
less
resource
–energy,
water
or
material.
It
is
about
harnessing
less-‐
intensive
alternatives
or
finding
transformational
ways
to
de-‐intensify
and

achieve
the
same
or
better
outcome
using
for
lesser
resources.
This
can
be

reduced
through
sharing
resources
or
through
resource
pooling.
Reducing

resource
intensity
not
only
helps
reduce
the
burden
on
the
environment
but

also
potentially
save
costs,
lowering
risk
due
to
resource
dependencies
and

gaining
other
business
benefits.

Green
Innovation:
Green
innovation
is
about
seeing
the
opportunity
for

business
leadership
through
innovation
for
sustainability.
Green
innovation

is
driven
by
sustainability
that
has
the
potential
to
change
industry
dynamics

and
set
new
standards
for
others
to
follow.
Green
innovation
in
the

organization
needs
to
be
fostered
by
creating
the
right
environment
and

feeding
in
the
right
information.

It
is
important
for
organizations
to
look
for

green
innovation
opportunities
in
every
sphere
–
operations,
products,

supply
chain,
processes,
service
models,
stakeholder
engagements
and

branding.

Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University

CONLUSION

Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University


Shivananda
R
Koteshwar,
PhD
Research
Scholar,
Bangalore
University

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