So let me let me throw a little bit of a curveball at you, if you will. And keep in mind, it's coming
from someone with a finance background. So I want to make sure I get this right. But
it's something I've noticed with many students coming from different backgrounds. You know,
how if I bifurcate business models into two buckets, and bear with me, digitally native
businesses, and then businesses that are in the process of transitioning to digital.
What do you see as differential responses across these two types of businesses to
the uncertainty in the environment today, and how they address the pace of change that we're seeing.
So to begin with, let me keep the uncertainty portion away and share with you my experience with
these two distinct set of companies. One thing which I admire in born digital clients is they
anticipate and respond, and they sense and respond much faster than others.
So continuous innovation is, is in the culture of that company.
So it's not seen as if it's extra work, or let me focus on innovation. It's like, everyday work in
those companies, and even the word outsourcing, if you go back to the old era of outsourcing, people
said, I focus is how can I go to market faster, who can help me reach to the market faster.
And if I want to fail, I want to fail fast. So they are looking for somebody who brings
in this element of acceleration. They don't distinguish between core and non-core, they
are looking for somebody who can take them for global scale quickly.
Who can do it faster. And of course, they are also interested in doing it cheaper. So it's not as
if they are not focused on finance or financial returns, but the greater focus is acceleration.
Now, if you snap back to non digital, or shall I say, the other set of companies,
innovation is seen as a distinct activity.
I mean, you were describing how the younger generation thinks of tech in very native terms,
whereas a person of my age thinks of tech in daily life as an add on.
Right. So these companies think of innovation as a separate function. They are trying to inject
certain elements. But it almost requires a culture of, of experimentation that one has to create.
One needs to learn to celebrate failures as much as celebrating successes.
Because if you don't celebrate failures, you're not encouraging people to experiment. So those
are the elements which one needs to think about. If you are trying to be digital,
it's not just the injection of technology. It's not just the injection of automation. It's also
about culturally embracing the new ethos, which prepares you for not just defending yourself,
but to be surging ahead versus the competition. So that's kind of distinction. Now, you can overlay
the economic uncertainty that's sitting on top and you can start visualizing how they
will act and react to to the economic uncertainty that they are faced with.
Right? Will the culture of innovation go away in a bond digital climb? Or will you start cutting down
on R&D expense which is a separate line item in in most of the companies during economic
uncertainty? Those are the questions which you can kind of start pondering over. But the fundamental
difference of continuous innovation, much higher clock speed, and this concept of partnering
for acceleration are the attributes which, which I learned from born digital clients.