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India 2.0: Can the Country Make the Move to the Next Level?

By David SouthDevelopment Challenges, South-South Solutions

SOUTH-SOUTH CASE STUDY

With the global economic crisis threatening to cause turmoil in the emerging markets of the global South, it is becoming clear that what worked for the past two decades may not work for the next two.

For India, the legacy issues of poverty still need to be addressed, and the country’s impressive information technology (IT) industry – which has driven so much of India’s growth – will face stiff competition from other countries in the global South. Some argue that if the IT industry hopes to keep growing and contributing to India’s wealth, things will need to change.

Unlike China, where heavy investment in infrastructure and a strong link between government and the private sector has driven the impressive manufacturing boom in the country, in India the government has de-regulated and taken a back seat, leaving the private sector and entrepreneurs to drive the change and do the innovation.

Many believe various areas need urgent attention if India is to continue to enjoy good growth rates in the coming years. Areas in need of attention include infrastructure, healthcare and education (thesmartceo.in), in particular the knowledge to work in the information technology industry of the 21st century.

One of the founders of Indian outsourcing success Infosys (infosys.com), executive co-chairman Senapathy Gopalakrishnan, told Britain’s Telegraph newspaper, “So many people’s lives have been changed by IT in India.

“People from the middle class and lower middle class have become global employees and have the opportunity to work with some of the best companies in the world. But the challenge for India is that this industry can only create so many jobs. IT is not going to solve the unemployment problem in India.”

But the coming next wave of change in information technology is an opportunity to be seized to reduce unemployment if enough people are educated to handle it.

According to Gopalakrishnan: “I strongly believe, and it’s backed up by data, that there is a shortage of computer professionals everywhere in the world, including India. The application of computers is growing dramatically and will continue to grow dramatically over the next 20 to 30 years. We have to train and create the workforce necessary to grow this industry.”

Various media stories have called this next phase India 2.0. If India 1.0 was the highly successful information technology outsourcing industry developed in the late 1980s, through the 1990s and 2000s, then India 2.0 is the next wave of IT innovation being driven by Big Data, automation, robotics, smart technologies and the so-called “Internet of things.”

Big Data is defined as the large amounts of digital data continually generated by the global population. The speed and frequency with which data is produced and collected – by an increasing number of sources – is responsible for today’s data deluge (UN Global Pulse). It is estimated that available digital data will increase by 40 per cent every year. Just think of all those mobile phones people have, constantly gathering data.

Processing this data and finding innovative ways to use it will create many of the new IT jobs of the future.

“We are living in a world which is boundary-less when it comes to information, and where there is nowhere to hide,” continues Gopalakrishnan, “If you have a cellphone, somebody can find out exactly where you are. Through social networks you’re sharing everything about yourself. You are leaving trails every single moment of your life. Theoretically, in the future you’ll only have to walk through the door at Infosys and we’ll know who you are and everything about you.”

Unlike in the late 1980s, when India was the pioneer in IT outsourcing for large multinational companies and governments, competition is fierce across the global South. The mobile-phone revolution and the spread of the Internet have exponentially increased the number of well-educated people in the global South who could potentially work in IT. China, the Philippines, Kenya, Nigeria and Ghana are just some of the countries heavily involved in this area.

If India fails to meet the India 2.0 challenge, it risks seeing its successful companies and entrepreneurs leaving to work their magic elsewhere in Asia and the new frontiers of Africa, just as many of its best and brightest of the recent past became pioneers and innovators in California’s Silicon Valley.

India’s IT sector contributed 1.2 per cent to the country’s gross domestic product (GDP) in 1998; by 2012, this was 7.5 per cent (Telegraph). The IT industry employs 2.5 million people in India, and a further 6.5 million people indirectly. IT makes up 20 per cent of India’s exports and, according to the National Association of Software and Services Companies (nasscom.in), the industry has revenue of US $100 billion.

India is now the IT and outsourcing hub for more than 120 of the Fortune 500 companies in the United States.

Out of India’s 3.5 million graduates every year, 500,000 are in engineering – a large pool of educated potential IT workers. India produces the world’s third largest group of engineers and scientists, and the second largest group of doctors.

IT has become a route that catapults bright Indian youth into 21st-century businesses and science parks and to the corporations of the world.

One visible example of the prosperity brought by IT services in India is the booming technology sector based in the city of Bangalore (also called Bengaluru) (http://en.wikipedia.org/wiki/Bangalore).

Reflective of the contradictions of India, Bangalore has 10 per cent of its workforce now working in IT, but also 20 per cent of its population living in urban slums.

The nearby Electronics City (elcia.in) is considered “India’s own silicon valley and home to some of the best known global companies.”

To date, aspects of India 2.0 are already taking shape.

One company is called Crayon Data (crayondata.com). It uses Big Data and analytics to help companies better understand their customers and increase sales and deliver more personal choices.
Edubridge (http://acumen.org/investment/edubridge/) is helping to bridge the gap for rural youth with varied education backgrounds and long-term jobs. Edubridge trains youth for the real needs of employers to increase the chances they will get a job. This includes jobs in the IT business process outsourcing sector and banking and financial services.

Infosys is working on innovations for the so-called “Internet of things,” in which smart technologies connect everyday items to the grid and allow for intelligent management of resources and energy use. Infosys is developing sophisticated software using something called semantic analytics – which analyses web content (http://en.wikipedia.org/wiki/Semantic_analytics) – to sort through social media and the Internet to track customer responses to products.

Elsewhere, former Infosys Chief Executive Nanden Nilekani is involved in a Big Data innovation to address the problem of social and economic exclusion of India’s poor. Called Aadhaar (http://uidai.gov.in/), the government-run scheme is gathering biometric data on every Indian to build the world’s largest biometric database. After being enrolled and having fingerprints and iris scans taken, each individual is given a 12-digit identification number. So far 340 million people have been registered with the scheme, and it is hoped 600 million will be registered by the end of 2014.

The idea is to use a combination of access to mobile phones and these unique ID numbers to widen access to all sorts of products and services to poor Indians, including bank accounts for the millions who do not have one. Many people, lacking any identity or official acknowledgment they exist, were prevented from engaging with the formal economy and formal institutions. Being able to save money is a crucial first step for getting out of poverty and it is hoped information technology will play an important role in achieving this.

Published: March 2014

Resources

1) India 2.0 by Mick Brown. Website: http://s.telegraph.co.uk/graphics/india2.0/part-one#top

2) Electronic City Bangalore: Regional information portal for Electronic City, an industrial technology hub located in Bangalore South, India. This portal is becoming the most favourite haunt of ECitizens living and/or working in Electronic City. Website: http://www.electronic-city.in/

3) Electronics City Industries Association: Welcome to the Electronics City, India’s own silicon valley and home to some of the best known global companies. Located in Bangalore, the Electronics City was conceived way back in the mid-1970?s as an Industrial Estate exclusively for Electronics Industries. Today the industrial estate boasts is an oasis of large, medium and small industries spanning software services, hardware; high end telecommunications; manufacture of indigenous components; electronic musical instruments, just  to name a few. Website: elcia.in

4) Godrej E-City: Situated in Electronic city and connected through NICE road and the elevated expressway, Godrej E-City brings your workplace and other major conveniences within your immediate reach. Your travel times become shorter and hassle-free. You have more time for your family and yourself. It’s time to move closer to happiness. Website: https://www.godrejproperties.com/godrejecity/overview

5) Infosys: Infosys is a global leader in consulting, technology and outsourcing solutions. As a proven partner focused on building tomorrow’s enterprise, Infosys enables clients in more than 30 countries to outperform the competition and stay ahead of the innovation curve. Website: http://www.infosys.com/pages/index.aspx

6) Tech Hub Bangalore: partnering with the UK India Business Council to establish TechHub in Bangalore.TechHub is a community and workspace for technology entrepreneurs with 1000’s of members, building the most exciting startups in Europe. We have physical community spaces in London, Manchester, Bucharest, Swansea and Riga and have members from over 50 countries.The Bangalore site will be part of a wider scheme in partnership with other British firms such as Rolls Royce, ADS, Bangalore Cambridge Innovation Network, BAe and PA Consulting with the aim of forging stronger links between the UK and India. Website: http://www.techhub.com/blog/techhub-expands-to-bangalore/

Development Challenges, South-South Solutions was launched as an e-newsletter in 2006 by UNDP’s South-South Cooperation Unit (now the United Nations Office for South-South Cooperation) based in New York, USA. It led on profiling the rise of the global South as an economic powerhouse and was one of the first regular publications to champion the global South’s innovators, entrepreneurs, and pioneers. It tracked the key trends that are now so profoundly reshaping how development is seen and done. This includes the rapid take-up of mobile phones and information technology in the global South (as profiled in the first issue of magazine Southern Innovator), the move to becoming a majority urban world, a growing global innovator culture, and the plethora of solutions being developed in the global South to tackle its problems and improve living conditions and boost human development. The success of the e-newsletter led to the launch of the magazine Southern Innovator.  

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Dabbawallahs Use Web and Text to Make Lunch on Time

By David SouthDevelopment Challenges, South-South Solutions

SOUTH-SOUTH CASE STUDY

The developing world’s rapidly growing cities are bringing with them whole new ways of living and working. One rapidly expanding category of citizen is the office worker. A symbol of growing prosperity, the office worker also tends to be a time-poor person who often must commute large distances between home and workplace.

These long commutes mean that many workers have lost the old ability to go home for lunch. This has led to an expanding new field of business: catering to all these office workers’ appetites.

Every morning Mumbai’s legendary dabbawallahs (it means “box-carrier” or “lunchpail man”) fan out across the city to collect freshly prepared lunches from people’s homes and restaurants. They then efficiently use the transport network to quickly deliver lunches to the customers’ workplaces. Once just for the elite, the dabbawallah lunch has become the norm for Mumbai’s middle class office workers. Lunches are packed into small, metal tiffin boxes, ingeniously organized so each component of the meal is sealed in its own section and kept warm.

With a plethora of religious and cultural practices, Indians are particular about what they eat. In Mumbai there are 200,000 office workers receiving cooked lunches every day delivered straight to their desks. This is done by an army of 5,000 dabbawallahs. While their delivery accuracy was already impressive – only six deliveries in a million go astray – they realized they had to adapt to the city’s rapid changes. In addition to their network using trains, hand-carts and bicycles to get the lunches to desks, they have turned to the internet and mobile phone SMS text messaging to take orders.

It is a 125-year old industry that has grown at the rate of five to ten per cent a year and all are paid the same no matter what their function in the business.

With foreign direct investment into developing countries surging – according to the United Nations Conference on Trade and Development (UNCTAD), it rose by 12 per cent from 2005 to 2006 – the number of office workers is on the rise too.

The trend is especially pronounced in India, which is on track to overtake the United Kingdom as the world’s fifth largest economy by 2010, according to investment bankers Goldman Sachs.

India’s cities are booming. Mumbai is one of the top five global megacities as well as the world’s most crowded metropolis. The dabbawallahs are an excellent example of how a business can move with the times.

A key component in India’s new-found success has been a willingness to do things better and become more efficient; the key to this is often information technology. The new technology for the dabbawllahs has been built for them by software engineer Manish Tripathi – he has even been adopted as an honorary tiffinwallah.

“When people move to Mumbai for work, and need a lunchbox carrier, who do they ask?” he said. “They ask their friends, or their neighbour. Now, they just need to go to the website and they can find out how to get in touch with us. They can also get in touch with us via SMS.”

The move online has been a great success said Tripathi: “We get 10 to 15 enquiries more a day via SMS and the website.”

Raghunath Medge from the dabawallahs cooperative said they are also making money by selling advertising on table mats. They have also turned to being a health service: they distribute health advice, beginning with this year’s World AIDS Day. An “AIDS kit”, comprising a car calendar and fliers on testing and counseling tied neatly with a red ribbon, was distributed ahead of World AIDS Day December 1.

“The kit was attached to empty lunch boxes and delivered to about 100,000 clients’ homes,” said Raghunath Megde,

Targeting hungry office workers is a goldmine for others too: in Saigon, Vietnam, the Ben Thann restaurant capitalised on its proximity to an area with a fast-growing office worker population to increase its profits. “Since our restaurant began serving lunch for office workers our business has increased by 60 per cent. This increase in number of guests enjoying the new menu was the main reason for Ben Thanh’s decision to introduce a buffet lunch,” said Nguyen Thi Thu Thao, deputy manager of Ben Thanh Restaurant.

In the past, the dabawallahs were visited by Prince Charles and British entrepreneur multimillionaire Richard Branson, to study their working methods. It looks like this next round of innovation will equally grab the world’s attention.

Published: December 2007

Resources 

  • The New York Times has an excellent slideshow of the dabbawallahs at work: Click here to view 
  • The official website of the dabbawallahs: http://www.mydabbawala.com/

“I think you [David South] and the designer [Solveig Rolfsdottir] do great work and I enjoy Southern Innovator very much!” 

Ines Tofalo, Programme Specialist, United Nations Office for South-South Cooperation
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ORCID iD: https://orcid.org/0000-0001-5311-1052.

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Help is at Hand for India’s Beleaguered Bus-riders

By David South, Development Challenges, South-South Solutions

SOUTH-SOUTH CASE STUDY

The website is a simple affair: a distinctive logo sits above a lean-looking booking system that allows users to enter their journey start and end destination, date and then click for available buses and prices. Its simplicity is deceptive: redBus is a smart technological solution to a very complicated problem in India: booking and buying a bus ticket. The service it offers – relief from a chaotic, frustrating and time-consuming task – is transforming the experience of travel in India.

Based in India’s technology hub of Bangalore (http://en.wikipedia.org/wiki/Bangalore), redBus (redbus.in) is a web start-up begun by young whizzes from technology companies who decided to take a risk and venture out and do something new.

Back in 2005, redBus’ three founders, all graduates of one of India’s top engineering schools, were working in Bangalore for well-known information technology companies such as IBM, Texas Instruments and Honeywell.

As they tell the story on their website, it was the difficulty of getting a bus home during the Hindu religious festival of Diwali that prompted the inspiration. The trip was a last-minute decision, and buying bus tickets proved far from easy. On top of failing to get a ticket from various travel agents, journeying around Bangalore meant encountering the city’s traffic gridlock.

This experience led to the idea of developing a service to book bus tickets over the Internet.

RedBus quickly evolved into an innovative service offering multiple options to customers. They can call a phone number and speak to a customer service representative or use a mobile phone to book a ticket. RedBus claims to have sold more than 8,000,000 tickets to date.

Tickets are also delivered to customers in major cities in advance of their travel. Even more conveniently, redBus developed a service called mTicket. It sends the ticket by SMS (mobile phone text message) straight away when a customer makes a booking. The mTicket appears on the display screen of the mobile phone and the customer just has to show their mTicket to the driver to board the bus.

RedBus uses partnerships to expand their distribution network, and this means redBus tickets can be purchased at more than 75,000 outlets. The company now works with more than 350 bus operators, allowing customers to book tickets on more than 4,500 routes across India.

The service set out to achieve two goals: create a one-stop shop for ticket purchases, and to make it possible for customers to get tickets when they needed them and not be told they have been sold out.

Indians were already having success with booking airline tickets online. But nobody else had thought of doing central, online sales for bus tickets before.

Research was behind redBus’ success. The founders interviewed bus operators, consumers and venture capitalists before setting up the business.

They then set about writing the code for the Internet service and put together a business plan and presented it to The Indus Entrepreneurs (TiE) (tie.org) – a network of mentors who help young entrepreneurs. With the support in place, they were able to leave their well-paying, secure jobs to start redBus.

Among the many challenges they faced was changing the mindset of bus operators used to dealing only with travel agents working out of sales offices.

It also took time for the concept to take off. But as word-of-mouth got around, more people started to use the website. The young team grew from just three to 50 within nine months.

Their business success, as they describe it, is the result of listening to, and soliciting feedback from their customers. They say it has helped them identify what is going wrong and fix it, and describe their business culture as “learn, implement, grow.” They also have a culture of sharing ideas and mistakes to encourage learning. It seems it is this buzzy, youthful and always-learning business culture that is behind redBus’ success.

Resources

1) IDiscoverIndia: A website detailing how to explore India’s vast bus network.Website: http://www.idiscoverindia.com/Travel_Info/india_travel_bus.html

2) TiE: Fostering Entrepreneurship Globally: The Indus Entrepreneurs (TiE),was founded in 1992 in Silicon Valley by a group of successful entrepreneurs, corporate executives, and senior professionals with roots in the Indus region. TiE’s mission is to foster entrepreneurship globally through mentoring, networking, and education. Dedicated to the virtuous cycle of wealth creation and giving back to the community, TiE’s focus is on generating and nurturing our next generation of entrepreneurs. Website: tie.org

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Model City to Test the New Urbanism Concept in India

By David SouthDevelopment Challenges, South-South Solutions

SOUTH-SOUTH CASE STUDY

India’s phenomenal economic growth rate – forecast to be 7.9 percent this year by the Asian Development Bank, after averaging 7.7 percent per year over the past decade – has been the force behind an expanding middle class population, now estimated at 50 million people (McKinsey). Forecasts see it swelling from 5 percent of the population to 40 percent by 2025.

India now boasts many fast-growing global companies and booming enterprise zones like the technology hub of Bangalore. But the country still comes in for heavy criticism of the way it has managed the growth of its cities. Poor planning and chaotic growth have left many cities with vast slum areas, congestion, poor hygiene and sanitation services, crumbling infrastructure and poor-quality transportation services. To more and more Indians it has become clear these factors are now serious impediments to economic growth and modernisation of the country and its economy.

With 30 percent of the population living in urban areas and cities contributing 60 percent of the country’s GDP and 90 percent of government revenues (Wall Street Journal), city-dwellers’ fate is critical to the functioning of the economy.

According to the 2001 Indian census, slums make up 25 percent of all housing, and 26 percent of urban households lack access to sanitation facilities.

And as the middle class grows and its members accumulate savings, their desire to be better housed will also grow. They will be on the hunt for new places to live to realise their dreams. Those who can satisfy this strong urge will be those who will also profit.

This is where the new city concept of Lavasa (www.lavasa.com) comes in. This new community sits nestled in picturesque mountains and features promenades, sidewalk cafes, and ice cream parlours, but none of the clichéd fixtures of today’s Indian cities: rickshaws, noise and pollution, poor sanitation and over-crowding. It has apartment houses in mustard, terra cotta, ochre, olive and beige. It is also going to have a medical campus, luxury hotels, boarding schools, sports academies, a golf course, a space camp, animation and film studios, software-development companies, biotech labs and law and architectural companies. A thoroughly ‘knowledge economy’ mix that India’s aspiring classes wish to see the country embrace for its future development.

The people behind Lavasa see it as a new model of governance and urban development for India in the 21st century.

Lavasa is located in Western Ghats, 200 kilometres southeast of Mumbai, India’s financial and entertainment capital, and 65 kilometres west of Pune, a centre for software programming and computer animation.

Lavasa’s colourful and detailed website boasts it as a “private hill city being developed by Lavasa Corporation Limited where people can live, work, learn and play in harmony with nature.” It’s billed as “an inclusive city, based on the principles of New Urbanism.”

The master plan is to house more than 300,000 people divided in to five linked towns.

The first town, Dasve, will be completed in 2011. Its houses are selling well and are almost sold out, according to its developers.

Lavasa is the concept of Ajit Gulabchand, chairman of Hindustan Construction Company, an Indian company with extensive experience building bridges and dams.

The development is located in the remote hills along the Varasgaon Lake, a reservoir providing water to Pune. Lavasa Hill City covers “25,000 acres with 60 Kms of lakefront” according to its website. The land had originally been designated for holiday homes, but this seemed too small an aspiration.
Lavasa will be governed by a private corporation. It is also being planned according to the principles of New Urbanism (www.newurbanism.org) – a belief in cities built around walkability not cars, where business and residential sit side-by-side, with mixed income housing and lots of green space for parks.

The corporation will take responsibility for providing all major utilities: running water, electricity, sewage treatment, garbage collection and fibre optic connections.

This thoroughly modern approach has startled prospective buyers of homes, puzzled there weren’t water tanks on the roofs and septic tanks for each house: something they had come to expect with current Indian cities.

The Lavasa Corporation has hired an American city administrator, Scot Wrighton, to run the new city.

He told The Atlantic magazine that Lavasa offered him “a chance to build a new governance model for a country where governance at the municipal level does not work.”

The project seeks to exploit a portion of Maharashtra state law that lets corporations assume many of the responsibilities normally provided by, or in the domain of, the state. These do not include police powers or the ability to raise taxes but take in pretty much everything else.

Lavasa has private security guards to watch over its residents and funds itself through home sales, renting, and business deals. The prices for apartments in the development range between US $17,000 and US $36,000. While cheap by Western standards, this is still expensive to middle class Indians.

The project has come in for criticism for being just for the wealthy and being a pipe dream in chaotic India.

In response to criticism, Gulabchand is introducing cheaper apartments targeting young professionals and starter homes that he claims will rent for US $11 a month. This far lower monthly rent could make the development affordable for more people, including domestic servants and laborers.

Gulabchand admitted the plan was not without risks. “We’re worried we’ll still get slums,” he said. “Do we have all the answers yet? No. It is still an experiment, okay?”

As for charges the development doesn’t look much like the ‘real’ India, Gulabchand says: “Why should we look to the past? India is a young society.”

But Gulabchand doesn’t think India has the time to waste pondering these aesthetic questions: the country has a desperate need for better quality living conditions.

“We may not get a perfect Singapore-style model city,” he told The Atlantic. “But this is a model for a more vibrant, inclusive, greener place that still has soul.”

Published: September 2011

Resources

1) New documentary Urbanized gives a passionate over-view of the challenges facing the rapidly urbanizing world around us. Website: http://urbanizedfilm.com/

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ORCID iD: https://orcid.org/0000-0001-5311-1052.

© David South Consulting 2022