Tough Options Ahead

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PCQ Bureau
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Most US software companies once considered India as
a low-cost programming resource, a perception which has seen a rapid decline. Most MNCs
who set up shop in India go there for quality software development talent and not merely
cheap resources.While there is a lot of noise about why the industry should move up the
value chain, there does not seem to be a clear consensus on what needs to be done to move
up.

And while the debate goes on, most of the
bottomline continues to flow out of professional (body-shopping) services.

Core Competencies

The first logical step that Indian software developers should consider is to establish
where their core companies lie and try to progress in those. It is widely accepted that
Indian software companies have established themselves as:

  • Good project managers
  • Good IT/software trainers
  • If properly guided, can cooperate in the
    software product development process
  • Good turnkey software maintenance providers
    (out-sourcing).
  • While the first three areas are strategic
    areas for moving up the value chain, the fourth one is merely a proposition to expand your
    current capabilities. Ideally, the fourth option should provide for improving the state of
    affairs in the first three areas.

    Consulting Partners

    A good project manager normally looks at the problem at hand and makes sure that the
    deliverables are as per the agreed specifications-delivered in time, within budget, and
    within the resources available. However, there is hardly any strategic input to the client
    in terms of the IT direction, or architecting the IT infrastructure of the client
    organization. These inputs today come from the consulting organization who have the ''big
    picture'' of the overall information requirements of the client organization. The Indian
    software developer is merely told that he has to run a project, with clear boundaries
    being defined by the consulting organization. The bigger bucks are mostly cornered by the
    consulting organization. Though a few Indian software companies have tried to position
    good management talent in this area, in most cases this works more as a client
    relationship manager, rather than a client consulting partner. Today''s good project
    managers should evolve progressively into tomorrow''s consulting partners. When Indian
    software developers evolve into a client partner, the long-term benefits of this
    relationship with the client are obvious-increased business and continuous downstream
    project flow. However, this would work only when there is a long-term view to the process
    and a proper balance of priorities between the client and the software developer
    requirements. It is easy to get into the project-pushing mode when one works for a
    software developer. However, the risk in this approach is that loss of a client would
    tremendously impact the software developer. Indian software developers should try and
    adopt this model, given the financial resources that are at their disposal currently and
    the long-term benefits of the model.

    Training Partners

    The low-cost quality training option has not been well framed and sold to the prospective
    customers in the West. Most training shops in India merely churn out
    programmers/operators, and though there are tall claims about running the world''s largest
    training infrastructure, their capability in training quality analysts and functional and
    technology specialists is by far suspect. We still hear a lot of horror stories about how
    the training shops churn out ERP specialists in a few months. Indian software trainers
    have a better reputation in developer training than end-user training.

    The task before the training managers of
    the software industry is to establish that they can provide enterprise-level training.
    This would mean framing an enterprise-level training strategy for the client organization,
    and providing training to corporate developers for the complete software
    development/implementation/maintenance life-cycle. This requires a consulting mindset in
    the trainer, which is not easy to find. Like the earlier recommendation, the benefits of
    such a strategy are multifold increased business and continuous training projects (the IT
    industry ensures that the tools change every six months or so, and most large
    organizations have to deploy new technology in some area or the other). In the absence of
    such a strategy, the Indian trainer runs into the problem of getting typecasted. He is
    merely treated as a specialist-training provider for one particular area of software
    design or development. However, providing such a broad array of training options to the
    client organization requires investment on latest technologies/methods, with a potential
    threat of not finding returns in some areas.

    Indian software training companies should
    also try to provide full-fledged residential courses for their overseas client on the
    outskirts of Indian software cities. The West, by now, knows that the Indian metros are
    terribly congested and crowded. This would be an attractive option for most software
    developers in the West, as it would provide a low-cost quality option with an opportunity
    to explore a country they have never visited. However, the challenge would be to provide
    an acceptable environment in terms of facilities such as telecom, Internet, computing, and
    recreational facilities.

    Product Development

    This is by far the toughest option. The product development option from India has always
    sent mixed signals. Indian software developers have not still produced software products
    that are worth remembering. While some software developers have attempted, they have had
    little success. However, there are many software developers silently cooperating and
    developing products for their overseas clients (mostly software developers). The
    architecting, definition, and management of this product development process is still not
    in Indian hands. They are also quite happy, because the inherent high risks of the process
    are also not with them. One of the main reasons for Indian developers shying away from
    product development is the lack of customer reach, a large domestic market, and the
    prohibitively high cost of software marketing. Though the returns are the highest for the
    software developers, who build product software, the present state of the product software
    scene in the West is also not very encouraging. There are very few software companies,
    which have made it big in recent times. Going by the fate of companies such as Lotus,
    Netscape, or Borland, this is a very high-risk area. Most software entrepreneurs will have
    to build companies and great products only to reach a threshold level where they are ready
    for a takeover by a larger software house.

    However, the Internet has changed all that.
    It has created a level playing field for small developers, regardless of where they are
    located. It has proved to be a great medium for disseminating information at a low cost,
    not to mention the benefits of electronic software distribution. The largest software
    companies are product software companies. The single largest benefit of product software
    development is that a large customer base shares the costs of software development, and
    the potential to make a big profit is enormous. While most of the cost elements in the IT
    industry have fallen steadily, the cost of software development has constantly been on the
    increase. While time-to-market pressures are mounting, building software products is
    getting increasingly complex.

    The biggest problem in this area is,
    however, not the economics. It is the absence of a product development mindset in most
    Indian developers. This process requires creation of product champions and architects
    rather than mere programmers. The product development process of a successful product goes
    beyond the first-few versions. It is not a trivial task to maintain a highly-motivated
    software development team, to work on a same product line in the fast-changing world of
    software. For example, Alan Cooper, the creator of VisualBasic, or David Litwack, the
    creator of PowerBuilder, are gurus in their own right. This would require building not
    merely a sense of ownership in the product development team, but true ownership in the
    enterprise''s profit. Testing quality product software is getting increasingly complex. The
    additional overheads of extensive beta testing, which is today an accepted practice, add
    to the product development timescales and costs. Despite all these issues, the Indian
    software developer is capable of producing a world-class product. It is just the fact that
    he simply does not want to swim against the stream. There are many options in front of an
    Indian software developer-and with varying degrees of difficulty. And with the dollars
    under their belt, he never would have a better time to do it.

    RAVI NATARAJAN

    is Group Systems Manager,

    AI-Tayer Group Dubai, UAE.

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