This the overall summary of the Confluence 2014- US chapter held at Santa Carla on 5th March 2014

1. FUTURE OF ENGINEERING
Better • Faster • Smaller
U.S. Chapter
Key Takeaways - Summary
5th March , 2014

2. Agenda
Keynote – macro trends focused on future of engineering
Keynote Interviews and Panels – macro trends on driving global excellence
Keynote – Be Selfish , Be Generous
Topical Discussions ( TRACK 1)
- Women in Leadership
- Changing Organizations
- Solving for Scale
- Paying for engineering outcomes
- Riding the Agile Wave
Topical Discussions ( TRACK 2)
- Attracting and Retaining Top Tech
Talent
- Evolution of Engineering Leadership
Styles
- Shaping the future of new product
development
Morning
Evening
Afternoon

3. Zinnov Keynote: The Future of Engineering – By Pari Natarajan ,CEO, Zinnov ( 1/2 )
Consumerization Mobile
Cloud
Digitization Analytics
Social
• Enterprise IT is mimicking consumer applications
• Products across industry are adopting mobile
technology
• Big Data and Analytics will change enterprise behavior
around product engineering and product management
• Startups being Digitally Native are able to develop
products at lower costs and compete with Global
companies
• Talent competition from large enterprises across all
industries – Retail, Banking and Industrial
• New models of talent acquisition – Acqui-hires
• Most companies are trying to catch-up with the changes
but the change has not been easy
• Companies are being forced to rethink their approach
on how to engineer products in the future
Macro Trends Driving Change

4. Zinnov Keynote: The Future of Engineering – By Pari Natarajan ,CEO, Zinnov ( 2/2 )
• Distributed Agile
Deployment
• Data driven product
management
• Integrated Design process
• Dynamic product portfolio
• Consolidate R&D locations
• Self contained global teams
• Network ecosystem
• Large Scale Skill
assessment & rescaling
• Acqu-hire  Global
• Optimized talent portfolio
Companies should take a structured approach to engineering products in the future
An integrated approach to the 3 pillars of product engineering

5. • The pace of change and the new business models are forcing
companies to evolve
• There are three key shifts – mobility, cloud and broadband
• There are numerous strategic and organizational factors why market
leaders fail and at least 87% of these are within management control .
The most common reasons being 1) inability to respond to new
challenges 2) low innovation 3) premature core abandonment and 4)
talent bench shortfall
• The key for leaders is to balance delivery and performance with
creativity and exploration .
• Key delivery drivers include – create more value, reduce lead time,
build quality continuously, empower people
• Key innovation drivers include – increased competition , newer
technologies, changing customer needs and business environments .
• It is critical for companies to explore adjacent , disruptive and
sustaining innovation to ensure a competitive edge .
External Keynote: Leading Through Change – By Maya Strelar-Migotti Head Silicon
Valley and Vice President of IP & Broadband Development, Ericsson

6. • Rate of adoption of technology increasing at a rapid pace and moving from enterprise
to consumer
• Technology is changing the habit and behavior of consumers and organizations can
track end to end user behavior from buying to usage
• 4 drivers of technology that enable creation of new products and solutions –
miniaturization, software, networking, and entrepreneurship
• Networking technologies are going to transport voice, data, video, and sensing
capabilities.
• Cyber security will move from the enterprise to the consumers. Firms predict that the
market for selling of personal data will be worth $1.5 trillion by 2020
• A country’s success will not just be reflected through GDP (Gross Domestic Product)
but through GNP (Gross National Happiness) – living standards, psychological factors,
health, cultural diversity, education etc
• Organizations should be more accountable and should factor in ethical, ecological and
social impact. Power of technology should be harnessed for improving the quality of
life and the overall wellbeing of the planet
External Keynote: Brave New World – By Ayan Mukerji , SVP & Global Head of Media
and Telecom Strategic Business Unit, Wipro Technologies

7. Keynote Interview : Survival of the Fittest: Art of Managing Product Portfolios – With
Shawn Farshchi , President and CEO , Saba Software
• The talent management landscape has changed dramatically due to
• Consumerization of software consumption within companies,
• On set of multi generational and cultural workforce,
• Surge of newer technologies
• Requirement of peer to peer and informal communication within organization
• ERP does not address knowledge workers, blue collar workers, and new generation workers
• Product portfolios can be managed by
• Assembling a progressive and aggressive engineering team to face the evolving technology landscape
• Adopting a top-down and bottom-up innovation strategy
• Understanding customer demands through customer communities, product advisory boards, product
management teams
• Tracking the competitive landscape
• Creating centers of excellence to research on future technologies and opportunities
• Distributed engineering centers reduce time to market and time to react to customer needs and help to compete
globally

8. Keynote Interview : Leading in a flat world – With Sanjay Dhawan, President and CEO ,
Symphony Teleca Corp.
• To effectively run a global engineering services company requires
• A flexible, disciplined, and talented management team
• Proximity to customers
• A common platform and time to connect and share ideas
• Collaboration tools
• A well-defined governance and organizational structure with safety net
measures in place
• Global teams help in continuous support, faster delivery, and operational rhythm
in decision making for complex engineering problems

9. Keynote Panel : Top Gear : Driving Global Engineering Excellence (1/2)
1. M.R.RANGASWAMI
Co-founder and CEP, Sand Hill Group
(Moderator)
Speakers
2. JOHN MICHELSON
CTO, CA Technologies
3. ROBIN A. LANDECK
GM, Engineering Operational
Excellence, GE Healthcare Science
Technology – Software.
4. RAMESH PILLAI
Senior Vice President, Global Head of
Hitech Industry Vertical, Mindtree
5. SRI SHIVANANDA
VP, Global Platforms & Infrastructure,
eBay
• Better, Faster, Smaller is a challenge companies face on a
daily basis.
• Personalization without compromising on time to market,
building the right products with the right quality, engineer
productivity are the primary focus areas for engineering
centers
• Big data and cloud technologies have fundamentally
shifted the way organizations deliver products and
solutions
• Organizations need to provide the right technology and
process platforms for employees and build multi-
disciplinary skill-sets for global engineering excellence
• Organizations measure metrics around
• Delivery/Developer Productivity
• Cost,
• Quality,
• Availability / uptime
• Agility

10. Keynote Panel : Top Gear : Driving Global Engineering Excellence (2/2)
1. M.R.RANGASWAMI
Co-founder and CEP, Sand Hill Group
(Moderator)
Speakers
2. JOHN MICHELSON
CTO, CA Technologies
3. ROBIN A. LANDECK
GM, Engineering Operational
Excellence, GE Healthcare Science
Technology – Software.
4. RAMESH PILLAI
Senior Vice President, Global Head of
Hitech Industry Vertical, Mindtree
5. SRI SHIVANANDA
VP, Global Platforms & Infrastructure,
eBay
• Agility requires a mindset change across all functions in the
organizations.
• Engineering teams need to be well organized, trained with
the right skill-sets, set up for regular rhythms (in-case of
Agile), incorporate a tool strategy.
• Other functions such product management, sales and
marketing teams, legal teams need to work in tandem with
the engineering teams
• Experimentation by building a minimal viable product and
validating customer responses are key enablers to
addressing changing consumer demands.
• Communication is crucial and works best when
uncontrolled. Organizations need to understand the
dynamics of working across different time zones and
account for cultural nuances in each geography

11. Track 1 : Z Talk: Women in Leadership: Challenges and Opportunities, Jenn Ryan , VP
Global Shoring , ADP
• Women in leadership should consider their emotional involvement as a strength and
not a weakness as it brings something important to the table
• Myth Women are too emotional to succeed in the workplace
• Reality: Leadership traits most respected and admired are the emotional ones. In
fact today there is a dedicated school of thought that leaders need to increase
their emotional quotient. Higher emotionality leads to better relationship
building
• Myth Women are too nurturing to lead
• Reality . Leaders in todays environment are required to be nurturing of ones
company’s culture, their employee’s morale, their vision of business, the sense of
mission or purpose, the complex web of relationships between employees,
customers, vendors, family. Nurturing, when properly done, is practically a full-
time job
• Myth Women vs. Men
• Reality : It most cases it does have to be an either or situation but a place where
complementary skills can help the team. Women bring heightened self awareness
and a stronger emotional connect which brings a different perspective into any
team.
Nurturing
motivates and
develops teams
Emotion is
a strength,
not a
weakness
Women need
to support
other women

12. Track 1 : Adobe Changing with Times, Daniel Cohen, VP Corporate Strategy , Adobe
• Organizations should anticipate future trends in technology and consumer demands and take
big bets to have a competitive edge and stay ahead of the maturity curve
• It is critical not to be too dependent on a single technology/format but rather focus on
consumer acceptance and compatibility of the technologies/formats with multiple devices
• Take calculated risks and ensure transparent communication of short term and long term
corporate strategy to the shareholders
• Imperative to reinvent oneself and challenge status quo in a constantly evolving and highly
connected market place
• Build a strong leadership pipeline focused on the future, communicate the organizational
changes effectively to the bottom of the talent pyramid, and enable a smooth transition from
legacy to next generation through mentorship

13. Track 1 : Z Talk: Size Does Matter- Solving for Scale- By George Chitouras , Senior
Director , R&D, Pivotal
• Think differently to scale
• Evangelize internal and external ecosystem to build linkages, co-
innovate and take it to the market
• Do not offshore parts of a project. Build a team that can execute
and build a product in its entirety

14. Track 1 : Panel: No Free Lunch, Paying for Engineering Outcomes
1. NILESH THAKKER
Chief Technology & Products Officer,
inPowered
(Moderator)
Speakers
2. SHOUVICK MUKHERJEE
VP, Consumer Platforms, Yahoo!
3. PAUL BROWN
Vice President & General Manager,
Global Centers of Excellence, EMC
Corporation
4. KAMRAN OZAIR
Co-founder and Executive Vice President,
Mindtree
5. SANJAY SALUNKHE
Sr. Vice President - Product and
Engineering Solutions, iGate
• Partners and service providers should bring in unique
capabilities and skills that complement an organization’s
current capability
• Outcomes could be:
• Value based
• Cost based
• Innovation/product based
• Technology based
• Engineering outcomes must be linked to business objective
and should enable risk and responsibility sharing with
partners
• Time & Material model is an easy pricing model to execute
• Outcome based models requires significant trust,
transparency and data transfer between client organization
and partners
• Partners and service providers need to
• Develop a deep expertise of the customer business by
creation of subject matter experts, encouraging
industry certifications and so on
• Groom their talent and provide incentives across levels
to focus on customer impact for successful deployment
of outcome based models

15. Track 1: Panel: Riding the Agile Wave, Making it Work
• Agile is a reality today and companies in order to be truly
Agile need to focus on other functions not just on the
agility of engineering teams
• Agile is not a one stop solution for product development. It
is important to understand when to use Agile and when
not to use Agile.
• Design, Product Management etc should be integrated into
sprints early on.
• Distributed Agile can be managed effectively through:
• Dialog and effective communication between teams
• Access to resources, information, people
• Trust and Transparency by understanding each other
• Accountability
• To make Agile work, the workforce has to be equipped with
the right skillsets - be flexible, challenge the status quo, be
assertive, be able to solve problems and react fast
• Some of metrics for Agile product development
• Reducing technical, design debt and customer issues
• Management of investment (planned vs actual)
• Story burn-down
1. NITIKA GOEL
Sr. Manager- Globalization Accelerator
Platform, Zinnov LLC.
(Moderator)
Speakers
2. JAY GAUTHIER
VP, R&D, Software AG
3. RACHEL POWERS
VP, Experience Design, NewDeal Design
4. STEFANO MALNATI
Chief Innovation and Technology Officer,
FADV

16. Track 2: Panel: Needle in Haystack, Attracting and Retaining Top Technical Talent
• Branding, geo positioning, presence on social media are
critical mechanisms to attract top technical talent
• Organizations need to be actively engage with the technical
community by participating and sponsoring in technical
forums, conducting hackathons, showcasing technology
champions
• Sell the story of the nature, scale, complexity of the
technological challenges faced by the business
• Impact achieved as a result to attract top technical
talent
• Analytics can help in identifying the right kind of talent
from a cultural and technical skill-set stand point, setting
up better employee engagement mechanisms and
detecting potential employee exists from the business
• Acqui-hiring: Organizations need to identify how the
capabilities of the target company can offset the current
technical gaps in the organization
1. VAMSEE TIRUKKALA
Co-Founder and Board of Director,
Zinnov LLC.
(Moderator)
Speakers
2. PRANESH ANTHAPUR
Vice President, Human Resources,
Walmart Global eCommerce
3. DAYNA PARKER
Chief Human Resources Officer, Experian
4. TODD SHAW
VP, Human Resources, PayPal
Technology – an ebay inc. company

17. Track 2: Panel: From Good to Great, The Evolution of Engineering Leadership Styles
• Most organizations have moved to agile environment
where engineering leadership is more about influencing
than managing people.
• Leadership should be seen from four areas - people,
process, customers and ecosystem.
• A engineering leader looks at ways to accelerate
innovation by empowering the team.
• While maintaining delivery leadership, the engineering
leader needs to be customer and market oriented.
• A leader should also weigh-in the business impact from
the view of build-buy-partner. Many times, it is
advantageous to either buy or partner to address a
market opportunity rather than building it from ground
up. An engineering leader needs to be conscious of this
strategic lever.
1. BALA GIRISABALLA
Head – Innovation Practice, Zinnov LLC.
(Moderator)
Speakers
2. DR. ALOKNATH DE
SVP/CTO, Samsung
3. GLENN HOOGERWERF
Vice President, Hi-Tech & Manufacturing,
HCL Technologies
4. KIM RINGEISEN
Sr. Director, Engineering, Cloud Systems
Validation, (SDU), Cisco Systems Inc.
5. HARI HARAN
Chief Sales Officer, Aricent

18. Track 2: Fireside Chat: Art of War, Shaping the Future of New Product Development
• Identify customer insights and white spaces that will spur
new business opportunities
• Need to understand the local context and cultural nuances to
develop locally relevant products. Example: Google Maps in
India
• Organizations set up global centers for:
• Cost and efficiency
• Understanding the local market
• Lack of required talent in the HQ
• Education and training are very important for an Agile
culture.
• Distributed Agile will be a norm but with a level of control at
the HQ
• To make Agile work:
• Imperative to create an inclusive culture with
opportunities to everyone to express their opinion
periodically on the product vision, further validated by
senior leaders and customers
• Clearly communicate the ownership model between
the agile teams
• Decisions related to talent management has to be made
based on short term (tactical) and long term goals
1. SIDHANT RASTOGI
Sr. Director, Zinnov LLC.
(Moderator)
Speakers
2. BRAD ADELBERG
Vice President, Development, Oracle
3. SATHEESH KUMAR
Senior Vice President and Chief
Transformation Officer, Symphony Teleca
Corp
4. PEEYUSH RANJAN
Corporate Vice President of Engineering,
Motorola Mobility (Google)
5. JUN SU
Corp. Executive Vice President, Pactera
Technology International Ltd.

19. BE SELFISH… BE GENROUS : NIPUN MEHTA
1. DR. C. MOHAN
IBM Fellow and Former IBM India Chief
Scientist, IBM
(Moderator)
Speakers
2. Nipun Mehta
Founder, Servicespace.org
• Is technology stripping away random social connections
and interactions we have with others?
• Do we want predictive analytics and algorithms to control
our future and the way we think, react and take decisions?
• Is technology affecting our behavior, culture and the way
we live and disconnecting us from society?
• Social change is an end result of creating awareness,
impact and transformation
• Organizations should look at creating technology and
designs through inner transformation using principles of
compassion, generosity, social capital etc

20. thankyou
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