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Sandeep Sharma is managing director of South Asia and Middle East Operations for NICE, a global data analytics firm helping organizations improve their business performance, increase their operational efficiency, and prevent financial crime. A 2001 graduate of Fuqua’s Weekend Executive MBA program, Sharma’s career has taken him from engineering to business, including experience in research and development, marketing and product management.
Sharma shares his perspective on his industry, his region and leadership in this Fuqua Q&A.
Q: What are the biggest challenges currently in the data protection and analytics industry? What do you see as the next leap forward?
The biggest challenges are security and deriving real-time actionable insight from massive amounts of data. Analytics makes sense of big data, mounds and mounds of data that spans terabytes or petabytes of information. With the recent press coverage around Hillary Clinton’s email hacks by the Russians or Yahoo’s public acknowledgement of millions of its user accounts being compromised, the role of robust security frameworks to protect data is well recognized and understood. Given the scale of data under consideration, a small security breach can potentially compromise information for millions of us. Data protection is hence of paramount importance. Usually, big data is characterized by the three Vs: volume (the petabytes of information that continues to increase in volume with each passing second), variety (data is gathered by ever increasing number of sources like emails, phone calls, social interactions, videos, and photos) and velocity (the intent to make sense of the data in an ever increasing trend towards real-time). Adaptive analytics platforms allow us to work with huge volumes of data that come from a variety of sources and are pushing the envelopes of velocity to make decisions in real time. A good example: Imagine shopping for car insurance on a website and simultaneously talking to a call center agent to answer related questions. A capable analytics platform would allow the call center agent to be instantly aware of what the consumer is doing on the website, and create actionable recommendations for the agent to help guide a purchase decision based on similar journeys that millions of other consumers might have taken. (more…)
Namita Thapar is chief financial officer and an executive board member at Emcure Pharmaceuticals, a $700 million company founded by her father. A 2001 graduate of Fuqua’s Daytime MBA program, Thapar worked in various roles for Glaxo and Guidant (now Abbott) in the U.S. before returning to India.
Since going home Thapar has also launched YEA India, a Young Entrepreneurs Academy for high schoolers. Namita shares lessons from her experience in this Fuqua Q&A.
How does working for a multinational in India differ from one based in the U.S.? How did you navigate the differences?
After working in the U.S. for several years in large public companies, when I returned to India to join our pharmaceuticals business I was pleasantly surprised to see solid global systems in place. We had robust enterprise resource planning, Big Four auditors and a strong and independent board. We pretty much functioned like a public company though we were privately held. Our sales have grown in each of the last 10 years. Most of our systems have kept pace with this growth. However, one area where my U.S. companies were stronger and invested more was in human resources. We are currently investing heavily here to build global systems and leadership bandwidth. I am personally passionate about having a higher percentage of women in our workforce.
Aaron Chatterji is an associate professor of strategy at Duke University’s Fuqua School of Business, where his work focuses on innovation and entrepreneurship. His experience includes stints as a senior economist at the White House Council of Economic Advisors and a financial analyst for Goldman Sachs & in New York. Chatterji is currently studying entrepreneurship in the explosive growth of the Indian tech sector and in January, ran a huge field study with almost 200 startup founders in Bengaluru. Chatterji expands on his research in this Fuqua Q&A.
What drew you to the tech sector in India as a topic of research?
Several things. Firstly, there’s been a couple of high profile companies that have reached over $1 billion valuation, such as Flipkart, that are becoming household names. Also, India has a large domestic market, like China. Some of the startups that launch in India might be similar to the ones we have here in the U.S., but they can get huge domestic market share and become so valuable that they don’t necessarily need to leave India, so we need to go there to study them. Plus India has a high concentration of high-tech talent, some educated at home and some who came home after emigrating abroad. That gives Indian startups a talent pool to draw from. Finally, the government is working hard to promote entrepreneurship and has talked a lot about it, which can potentially create a nurturing environment for startups. (more…)