DXL (Digital Transformation Leader) Enterprises by Kapil Dev Singh

DXL Digital Transformation Leader

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DXL Digital Transformation Leader

Price Rs. 3995/- (Inclusive of GST) or 60 USD for the Soft Copy Rs. 5995/- (Inclusive of GST) or 90 USD for the Hard Copy Disclaimer - The report contains information that is an outcome of a rigorous research process. All care has been taken in considering diverse range of data that is subjected to a holistic analysis. The sources of information are also authenticated to the best possible extent. But like any other research, this one too has its limitations. The quality of output depends on the quality of input as contained in annual reports and online sources. The report brings forth leading DXL enterprises from an analyst point of view, but it in no way comments upon the market standing of individual players. Copyright @ Coeus Age, 2022. The report is meant to be used for internal decision making only and none of the part should be used in any communication to the external world.

CONTENTS

Preface by Dr Kapil Dev Singh

Foreword by Mr Sunil Thakur

Methodology

24 DX Benchmark Enterprises

Automobile

MARUTI SUZUKI INDIA LIMITED

Automobile

TATA MOTORS LIMITED

Banking

ICICI BANK

Banking

STATE BANK OF INDIA

Consumer Packaged Goods

HINDUSTAN UNILEVER LIMITED

Consumer Packaged Goods

ITC LIMITED

Hospitals

APOLLO HOSPITALS ENTERPRISE LIMITED

Infrastructure & Construction

LARSEN & TOUBRO LIMITED

Insurance

HDFC LIFE INSURANCE COMPANY LIMITED

Insurance

ICICI LOMBARD GENERAL INSURANCE COMPANY LIMITED

Logistics and Supply Chain

BLUE DART EXPRESS LIMITED

Manufacturing – Discrete

HAVELLS INDIA LIMITED

Manufacturing – Discrete

THERMAX LIMITED

Manufacturing – Process

CEAT LIMITED

Manufacturing – Process

TATA CHEMICALS LIMITED

Media and Entertainment

D.B. CORP LIMITED

Media and Entertainment

ZEE ENTERTAINMENT ENTERPRISES LIMITED

Metals and Mining

TATA STEEL LIMITED

Non-Banking Finance Company

BAJAJ FINANCE LIMITED

Oil and Gas

INDIAN OIL CORPORATION LIMITED

Pharma

DR REDDY’S LABORATORIES LIMITED

Power and Utility

TATA POWER COMPANY LIMITED

Retail

ADITYA BIRLA FASHION AND RETAIL LIMITED

Retail

SHOPPERS STOP LIMITED

Limitations of Research

About Coeus Age and Team

PREFACE Dr Kapil Dev Singh, CEO, Coeus Age

Discovering DXL Enterprises – Another Industry First from Coeus Age DXL Enterprise is yet another industry-first benchmark from Coeus Age. DXL enterprises are intra-sectoral frontrunners in their digital transformation journeys. Since all industries have their own nuances and contextual realities for digital, their enterprises are also collectively at different stages of evolution. For example, banking and financial services are at the forefront; consumer packaged goods (CPG) and auto are fast catching up; while manufacturing, infrastructure, and construction are still lagging. Yet, there are outstanding transformation stories within each sector and ‘DXL’ represents the best that is present in each sector. To identify DXL enterprises, we first defined a framework that made it easier to see the relative positions of individual enterprises by industry and to easily locate the frontrunners. We identified two dimensions that are relevant for digital transformation to unfold or evolve. The first dimensions is the ‘tech evolution’ from a standalone automation to a cohesive platform or digital fabric that weaves together processes, tools, people, and actions. The second dimension is ‘coverage,’ ranging from individuals and teams to the

DXL Digital Transformation Leader

entire enterprise and the ecosystem. By juxtaposing these two dimensions, we get a 2x2 matrix to which every organization can be mapped. We adopted a very interesting and a unique methodology to collect data on each of the 123 enterprises covered by this research. Six years of narrative on digital transformation was collected from their annual reports for the period 2015–16 to 2020–21, along with other online sources. The data was subject to structuring, content analysis, and identification of key themes. The themes were analyzed at two levels. First, it was done a meta level for all 123 enterprises. A total of 16 hot-tech areas were identified, with varied focus by each industry. On another level, the evolution of DX in each organization was gauged over the six-year period and its individual position on the two dimensions and hence on the DX Market Matrix was ascertained. The most evolved enterprise in each sector was branded as the DXL Enterprise. By using this method, 24 DXLs have been discovered by our analysts across 16 industry sectors. We hereby present these 24 DXL enterprises, along with a brief case on each of them. They are like the beacons of light for many others travelling on the DX path. Collectively, the 24 DXL Enterprise cases highlights the seven principles, namely (1) Holism (holistic transformation of both IT and business); (2) Competing Agendas (addressing imperatives that are inherently incompatible e.g., agility, efficiency, and risk management); (3) Structures (to design and implement the DX plan); (4) Collaboration (with partners, startups and other ecosystem players); (5) Modern Infrastructure (modular, virtualized, cloud-native, agile, automated, and secured), (6) Enterprise Scale (of emerging technologies like Big Data, AI, ML, IoT, Blockchain, BPM etc.); and (7) Data Centricity (data infrastructure, data applications, and data use cases). I thank BMC Software for partnering with us in bringing this innovative work to you. I hope you will find the contents of this book relevant and useful in your enterprise’s DX journey. I would love to hear from you at kds@coeusage.com or at 9811771187. Best Regards

FOREWORD Mr Sunil Thakur, Area Director-CSP, BMC Software APJ

Future-Proof Your Business for the Autonomous Digital Enterprise (ADE) As we emerge from a period of unprecedented disruption across every technological and sociological front, the world is at yet another turning point. We face the ongoing changes related to the pandemic and advancing from a global resurgence in consumer confidence and spending power, enterprises in every industry sector have relaunched, invigorated, or progressed on their journey of digital transformation. The world is changing at a fast pace, and there are no signs of slowing down. In fact, BMC is also on a journey to become an ADE and a data-driven business with an expansive data strategy that collects and generates insights from internal systems, sales, management, employee, and customer data to provide an outstanding customer experience to our employees and customers, however and wherever they engage with BMC.

DXL Digital Transformation Leader

An Autonomous Digital Enterprise: •

Is highly agile, embracing new operating models so it can be disruptive in new areas while still supporting traditional business models.

•

Leverages actionable insights to anticipate customer needs and deliver goods and services at the right time, via the customer’s preferred channel.

According to the ADE Index research from BMC and 451 Research, an S&P Company, becoming a data-driven business is a top priority for survey respondents. Data is also becoming a significant competitive differentiator for our customers, from a leading grocery company that used data to reduce waste, to a healthcare system that used data for real-time visibility into staffing and beds to meet the critical care needs of the patients. Beyond those examples, data is driving opportunities across industries, including BFSI, retail, manufacturing, telecom, and others. We believe that successful organizations have survived—and thrived—by beginning their evolution to an Autonomous Digital Enterprise, a future-state business framework rooted in automation and emerging technologies. We are delighted to partner with Coeus Age in bringing out the Digital Transformation Leader (DXL) Enterprises across 16 major industries in India. Gauging digital excellence through various studies including annual reports is an uphill task. We congratulate Dr. Kapil Dev Singh for using data as an arsenal for getting out the report, which we are sure will help guide the industries in their journey to become an Autonomous Digital Enterprise (ADE). Best Regards

METHODOLOGY 10

DXL Digital Transformation Leader

Best of Tech 2022 A Unique Research Study by Coeus Age DXL is an outcome of a large Best of Tech research programme, an innovative market intelligence initiative undertaken by Coeus Age. The key objective of the initiative is to help technology decision makers in IT provider and user companies to get grounded insights on enterprises’ plans for IT and Digital.

05 04 03 02 01

Putting Individual Industries Together to Discover Hot Tech Trends 16 Broad IT Industry Trends for 2022

Putting Individual Enterprise Stories Together at the Industry Level Predict the Priorities Across 16 Industries for 2022

An Enterprise Level Analysis to Capture the Essence of the DX Journey Predict the Enterprise Priorities for 2022

Data Collation in a Structured Excel Template Both Qualitative and Quantitative Data Points

Capturing the Digital Transformation Journey of 123 Enterprises across 16 Industry Verticals Scanning 6 years of annual reports (2016 to 2021) + Online narrative

Mapping Enterprise Digital Transformation Two Core Dimensions Tech Evolution 5 stages through which enterprises evolve on their tech adoption. Each stage is a pre-requisite for the next stage to evolve. They move through baseline IT to adopting digital on a piecemeal basis to converging them at the enterprise and the ecosystem level.

Baseline

Baseline +

Digital Build-up

Digital Convergence

Digital Ecosystem

Coverage The dimension denotes what is the breadth of the IT and digital transformation. It ranges from being individual centric tech initiatives or team centric or specific function specific or pan enterprise or creating an open market platform. Examples of open market platform include the stock exchanges or an open banking system or an eCommerce platform.

Individual

Team

Function

Enterprise

Open Market

Combining the two core dimensions of Digital Transformation gives us a matrix – The DX Matrix that maps the depth and breadth of DX in enterprises. It also helps identify the DXL Enterprises. DXL Enterprises are the front runners, those who have attained the highest level of Digital Transformation. They set the competitive benchmarks for others to follow. The mapping matrix also highlights their path forward on the Tech Evolution and Coverage Dimensions .

DXL Digital Transformation Leader

DX Market Matrix Using the Two DX Dimensions Baseline

Collective

Baseline +

Digital Build-up

Digital Convergence

Digital Ecosystem

Tech Evolution

Open Market

Digital

DXL Digital Transformation Leader

Coverage

Enterprise

Function

Team

Physical

Individual

Individuals

24 DXL Enterprises Across 16 Industry Sectors 16 INDUSTRY SECTORS

Banking

Manufacturing – Process

Hospitals

Metals and Mining Media and Entertainment

Infrastructure & Construction

CPG

Automobile

Infrastructure & Construction Insurance

Oil and Gas NBFC

Manufacturing – Discrete

Power and Utility Pharma

Retail

DXL Digital Transformation Leader

DX Market Matrix Using the Two DX Dimensions Baseline +

Digital Build-up

Digital Convergence

Digital Ecosystem

Tech Evolution

Collective

Ins

Ret Hosp M&E P&U PH I&C

Digital

NBFC Bank

DXL Digital Transformation Leader

Enterprise

O&G All

Open Market

CPG

Auto

Log M&M Manu - P

Coverage

Baseline

LEGENDS

Manu - D

Function

Team

Physical

Individual

NBFC

Non Banking Finance Companies

Bank

Banking

Auto

Automobile

CPG

Consumer Packaged Goods

INS

Insurance

O&G

Oil and Gas

M&M

Metals and Mining

Manu – P

Manufacturing – Process

Log

Logistics

Ret

Retail

Pharma

Hosp

Hospitals

P&U

Power and Utility

M&E

Media & Entertainment

Manu – D

Manufacturing – Discrete

I&C

Infrastructure and Construction

All

Overall

Individuals

Presenting the Wheel of Excellence

DXL Digital Transformation Leader

SEVEN DX PRINCIPLES

COMMON LEARNINGS DRAWN FROM THE 24 DXL ENTERPRISES

02 HOLISM

STRUCTURES

COLLABORATION

Addressing inherently incompatible imperatives together e.g., agility, efficiency, and risk (management)

Holistic transformation of both IT and Business

For designing and implementing the digital transformation plan

With partners, startups and other ecosystem players; democratizing learning

COMPETING AGENDAS

MODERN INFRASTRUCTURE Modular, Virtualized, Cloud-native, Agile, Automated, and Secured

ENTERPRISE SCALE

DATA CENTRICITY

Platform for emerging technologies like Big Data, AI, ML, IoT, Blockchain, BPM etc.

Building data infrastructure, data applications, and domain specific data use cases

AUTOMOBILE

Mr Kenichi Ayukawa, Managing Director & CEO, Maruti Suzuki India Limited “With meticulous planning and concerted efforts of value-chain partners, the Company managed to maintain business continuity by according utmost priority to safety of personnel and quality of products and services. Besides, the Company increasingly adopted the use of digital technologies, wherever possible, to ensure safety of health, convenience and productivity of all stakeholders in its value chain.” (Source – Excerpt from the Message from the Managing Director & CEO in 2020-21 Annual Report).

Mr Deepak Singla, Country Director, BMC Software, India and SAARC

“New age customer services, new product platforms and features, and a completely new digital experience across touch points are great milestones in Maruti Suzuki’s digital transformation journey. It is obvious that Maruti Suzuki leverages its data capabilities to the maximum and is on its journey to becoming an Autonomous Digital Enterprise.”

Dr Kapil Dev Singh, CEO, Coeus Age

“Maruti Suzuki has been a frontrunner in the adoption of digital and by building an ecosystem of startups, it is also breaking new grounds in innovation across the auto value chain.”

LOOKING BEYOND COST LEADERSHIP–

USING SERVICES INNOVATION TO STAY AHEAD

DXL Digital Transformation Leader

Maruti Suzuki India Limited

Maruti Suzuki has always been a frontrunner in using technology to conduct business. It has put in place a holistic digital transformation of its technology platform and operating structure that thrives on agility, efficiency, and unification. It has made an early start in converging IT and OT systems that make car production data-driven, automated, and eventually autonomous. It is now moving ahead with creating a holistic experience for customers, with more than 90% of touchpoints getting digitalized, an end-to-end service platform being built, and new-age service features being offered driven by telematics. It is also spurring innovation by nurturing an ecosystem of startups and integrating them appropriately into its roadmap.

Ease for the Customers “Maruti Care, a mobilebased customer interface application is being used by over 1.1 million customers to avail facilities such as service booking, workshop locator, cost calculator, driving tips, service records, feedback and service reminders.”

Exploiting Data “For optimising production systems at Manesar plant, the Company has implemented an advanced data driven forecasting, planning and scheduling system.”

Ecosystem Impetus “In partnership with the Transport Departments of Delhi and Uttarakhand, the Company has till now set up six automated ADTCs, of which five are located in Delhi and one in Dehradun. It uses computer vision systems and AI-based technology to automatically issue driving licences in a transparent and efficient manner.”

Next Gen Telematics “Telematics: Advanced telematics solution ‘Suzuki Connect’ was launched as a genuine accessory. ‘Suzuki Connect’ aims to enhance user convenience and experience through various advanced technologies for emergency alerts, vehicle tracking, live vehicle status and preventive maintenance calls.”

Innovating with Start-ups “The Company started a Mobility and Automobile Innovation Lab (MAIL) to promote innovation within the Indian automotive and mobility space. Partnering with start-ups to co-create technological solutions that improve customer convenience. So far, 15 startups were identified, of which one start-up was on-boarded as a supplier partner with the Company.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Coeus Age Analysis

New Age Marketing “Hyper-local marketing techniques are being used extensively for customer engagement. Additionally, continual product and technological support from the parent, SMC will help the Company in launching new products and technology, thereby creating excitement in the market and generating demand.”

AUTOMOBILE Mr Guenter Butschek, Ex CEO and Managing Director, Tata Motors Limited “Embracing ‘Bridgital’ – With digital becoming the new language to engage with customers, a smart micro market strategy complementing a deft product strategy enabled better customer outreach and engagement.” (Source – Excerpt from the TML CEO and MD’s Message in 2020-21 Annual Report).

Mr Thierry Bolloré, CEO, Jaguar Land Rover (Source – Excerpt from the JLR CEO’s Message in 2020-21 Annual Report).

“We will create a knowledge-sharing collaborative ecosystem with the very best partners in global industry to leapfrog forward in clean energy, software, and digitalization”. (Source – Excerpt from the TML CEO and MD’s Message in 2020-21 Annual Report).

Mr Sunil Thakur, Area Director - CSP, BMC Software APJ “The future of smart mobility rests on being able to capitalize on data. TML is surely leading the way by creating a holistic data capability to drive pervasive automation across the value chain, be it connected and smart vehicles, or next generation customer services.”

Dr Kapil Dev Singh, CEO, Coeus Age

“Broadening the scope of data-driven tech platforms to a larger ecosystem is the future and Tata Motors appears quite ready with the blueprint and its on-ground implementation.”

GAINING NEW GROUNDS, LEVERAGING FIRST-MOVER ADVANTAGES

DXL Digital Transformation Leader

Coeus Age Analysis Tata Motors Limited is taking a holistic approach to digital. Not only are its operations enabled and products loaded with emerging digital technologies, the entire ecosystem is being addressed for a new generation of mobility to emerge. The future era of mobility will be driven by smart vehicles, omnipresent connectivity, all-pervasive data capabilities, and eco-friendliness. Tata Motors Limited is leading on all fronts, e.g., an enterprise-level AI/ML and IoT platform, EV universe, ecosystem-level engagement and digital-loaded product platforms.

Connected Technology and Digital “Tata Motors iRA (iNTELLIGENT REAL-TIME ASSIST) offers a range of innovative features that are especially developed keeping in mind the needs of the Indian consumer. It redefines car connectivity to provide consumers with a suite of 27 connectivity features such as remote commands, vehicle security, location based services, gamification and live vehicle diagnostics.”

EV Ecosystem “The Company developed a comprehensive approach to address the barriers and ‘Winning proactively in e-Mobility’. The Tata UniEVerse, is an entire electric mobility ecosystem—from charging infrastructure, battery cells, battery packs and electric motors, to financing options, customized for the needs of electric vehicle ownership.”

Exploiting Data “6 Artificial Intelligence and Machine Learning based applications are introduced into various domains such as design, service, quality, manufacturing etc. To reduce physical testing cycles by building predictive models, Deep Learning (AI) based algorithms and apps are introduced into design process. Trained AI models help in synergy between physical and digital simulations and better co-relation.”

Ecosystem Collaboration “The intervention of the digital mobility, pushing the expansions of eco-system including start ups, mobility providers, information technology, Transport Network Company (TNC) and government infrastructures, such as smart cities are becoming integral part of automotive development life cycle.”

IoT platform for connected vehicle “The journey started in 2019, crossed integrated platform milestones to reach a production level maturity and release of connected features on Nexon EV and Nexon MCE. The connected journey has progressed further and deployed on most of the new Passenger Vehicle programs and almost all Commercial Vehicle programs. Crossed a milestone of 1 Lakh vehicle onboarding onto CVP in March 2021.”

Driving Innovation “The Company is setting up lean and agile innovation hubs. These hubs will operate like start-ups with focus on testing of solutions and go-to-market strategies.” “The Company have established collaborative network called TACNet. TACNet engages with the start-up community and technology companies to spark innovative automotives solutions and mobility ecosystem.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Tata Motors Limited

BANKING

Mr Girish Chandra Chaturvedi, Chairman, ICICI Bank

“Our continuing efforts to promote a cashless ecosystem and enable digital access to financial services proved invaluable in an environment of social distancing and restrictions on movement. Our strategy, based on a customer-centric approach, enabled us to respond to the needs of our customers and launch digital alternatives for them to stay connected and meet their financial needs. We launched initiatives like the ICICI Stack to enable banking on digital platforms for all customer segments. ICICI Bank continues to create innovative, convenient and comprehensive digital experiences for our customers.” (Source – Excerpt from the Chairman’s Message in 2020-21 Annual Report).

Mr Deepak Singla, Country Director, BMC Software, India and SAARC

“It is heartening to see ICICI Bank planning a real cloud-native architecture leveraging the principles of agile development and ecosystem-level collaboration to innovate. It will go a long way in supporting profitable growth in a hyper-competitive financial services market.”

Dr Kapil Dev Singh, CEO, Coeus Age

“ICICI Bank has embarked upon a journey to design a digital platform for driving growth by launching ‘industry first’ financial services that address opportunities across the customer life cycle. The all-inclusive holistic strategy is supported by an end-to-end services capability, an omni-channel experience, a stakeholder-driven innovation, and a contemporary technology foundation.”

SPURRING ECOSYSTEM INNOVATION

HARNESSING OPEN-BANKING SYSTEMS

DXL Digital Transformation Leader

ICICI Bank

ICICI Bank exemplifies the concept of open banking, i.e., an ecosystem-driven platform to drive innovation for customers. Aimed at leveraging opportunities across the customer life cycle, the bank aims at strengthening its partner community to design and deliver cutting-edge ‘industry first’ financial services. The bank takes lead in conceptualizing a new architecture that is cloud native and leverages the power of emerging technologies across the business value chain. It is also investing in building data capability through structural and technological initiatives.

New Age Banking “The Bank launched a firstin-the-industry service through a comprehensive digital banking platform called ICICI STACK, which offers nearly 500 services to ensure uninterrupted banking experiences..”

Ease for the Customers “Simplification of processes and ensuring convenience to customers was an ongoing effort through the year. Digital onboarding of customers for opening accounts, processing service requests without human intervention, using cognitive tools for cheque clearing and encouraging paperless customer communication were a few of the key areas of focus.”

A New Architecture Blueprint “As a part of our #2025 technology strategy, the Bank is creating an enterprise architecture framework across digital platforms, data and analytics, micro services-based architecture, cloud computing, cognitive intelligence and other emerging technologies..”

“The Bank also has a start-up investment and partnerships team to collaborate with and invest in fintech startups and co-develop products aligned with our digital roadmap.”

Enterprise Level Data Capability “The Bank has a dedicated Data Science and Analytics team that works across business areas on projects relating to business analytics, decision strategies, forecasting models, machine learning, rule engines and performance monitoring.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Coeus Age Analysis

Driving Customer Value “A customer-centric approach with a focus on maximising the lifecycle value of the relationship with the customer was a key strategy for the retail business. This involved creating digital journeys and offering a range of products from savings, investments, protection and retirement planning along with convenient payment and transaction banking services.”

Innovating for Growth “The Bank has launched an API Banking portal which consists of 250 APIs and enables partner companies to co-create innovative solutions in a frictionless manner and in a fraction of the time usually taken for such integration”

BANKING

Mr Dinesh Kumar Khara, Chairman, State Bank of India

“While offering products on multiple platforms for portfolio growth with higher profit margins, your Bank has kept in mind the customer’s convenience with Ease of Banking and has offered these variants through YONO - PAPL (Pre-Approved Personal Loan), PAXC (Pre-Approved Xpress Credit), PAPNL (Pre-Approved Pension Loan), INSTA Top-up for Xpress Credit and Insta Top-up for Pension Loan. For our corporate customers, a Unified Corporate Banking setup - YONO Business providing Single Sign-On for customers to access five applications viz CINB, CMP, SCFU, e-Trade and e-Forex was launched.” (Source – Excerpt from the Chairman’s Message in 2020-21 Annual Report).

Mr Deepak Singla, Country Director, BMC Software, India and SAARC

“SBI has clearly embarked upon a data journey that involves collection, collation and processing of data for intelligent automation, both for decision making and for driving process autonomy. As more business processes get automated and unified, supporting customers on omni channels and over the life cycle, the data engineering capability must become increasingly robust.”

Dr Kapil Dev Singh, CEO, Coeus Age

“The State Bank of India has clearly acted on almost all the 16 hot tech areas that are relevant for digital transformation. Our research has identified these areas across three layers—business (omnichannel, customer life cycle, and end-to-end service delivery); process (business process automation and unification across domains); and technology (customer 360, enterprise data management, AI/ML/ RPA, automated IT management, open applications, and modern tech architecture).”

MULTI-LAYERED TRANSFORMATION,

A HOLISTIC APPROACH TO DIGITAL

DXL Digital Transformation Leader

Coeus Age Analysis SBI demonstrates its lead in creating a unified platform for multiple stakeholders by providing them multi-channel online access and experience. The digital drive extends beyond the organizational boundary to cover a broader ecosystem, i.e., a true open-banking system. This paves the way for embarking upon a journey to build customer and employee relations through their complete life cycles. The drive is supported by a broad-based automation of business processes; harnessing of data management technologies; and leveraging a modern technology architecture. Modern technologies like AI and ML are being leveraged to improve asset quality and reduce risks on account of bad loans and any potential branch-level frauds.

ONE Bank Platform “YONO is our flagship mobile banking and lifestyle app, a one-stop shop offering not just financial services but also a gamut of investment, insurance, and shopping solutions. With a Digital-First approach, it is part of our continuous endeavour to provide innovative digital banking solutions to all our customers across the country..”

3 Pillars of DX “… three pillars of the digital transformation: i) One Bank One Platform, building an omni-channel digital platform integrating CMP, Corporate INB, e-Trade, e-Forex and Supply Chain Finance under Single Sign On ii) Digital bank offering seamless end-to-end digitised customer journeys iii) New Age Banking to future proof the technology priorities such as API banking.”

Foundational Capabilities “The three pillars are built on strong foundational capabilities across ways of working (cross-functional garage construct), modern technology architecture and skills (Agile, product management) to sustain the transformation. It digitally serves multifarious Banking interface requirements of all types of non-individual entities; right from a small proprietorship/ MSME to large multinational corporates to Central and State Governments..”

Exploiting Data “Your Bank is implementing a best-in-class Data Warehousing solution “Next Gen Data Warehouse” in order to accommodate the growing volume of Data with the aim to become the Single Source of Truth for all data purposes of your Bank.”

Customer Relationships “Customer Relationship Management (CRM): Your Bank has introduced an integrated CRM platform to engage with customers throughout their lifecycle, to enhance understanding of customer’s requirements and to strengthen the customer-centric approach of your Bank.”

Social Recruitment “Your Bank is making extensive use of digital platforms in the recruitment process to reach out to a broader pool of candidates. Advertisements and recruitment notifications are being published on LinkedIn, Naukari.com, iim. jobs, Facebook and Instagram.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

State Bank of India

CONSUMER PACKAGED GOODS

Mr Sanjiv Mehta, Chairman and Managing Director, Hindustan Unilever Limited “Our five growth fundamentals – Purposeful Brands, Improved Penetration, Impactful Innovations, Design 4 Channel and Fuel for Growth, combined with a clear focus on the four priorities of People, Supply, Demand, Cash & Cost, and the technology muscle that we have built over last few years, positions us well for the future..” (Source – Excerpt from the Chairman’s Statement in 2020-21 Annual Report).

Mr Deepak Singla, Country Director, BMC Software, India and SAARC

“Data is not only serving as a connection between the brand and the consumers in the form of insights, but it’s also becoming the basis of marketing actions to change consumer behavior, devising new ways to reach them at a time and place of their choice.”

Dr Kapil Dev Singh, CEO, Coeus Age

“HUL leads in treading the path of transformation by redefining the marketing process. It has successfully added a new ‘P’ to the process, i.e., platforms for generating and capturing demand in a smart, agile, efficient, and localized manner. ”

REIMAGINING VALUE CHAIN

BETTERING CUSTOMER–BRAND INTIMACY

DXL Digital Transformation Leader

Coeus Age Analysis Hindustan Unilever Limited continues to grow amidst disruption by ‘reimagining’ its business model on the back of a tech-driven value chain. The customer experience journey from ‘brand acquaintance’ to ‘product purchase and consumption’ is supported by a platform approach and driven by data. It is being further ‘hyper localized’ to wade through the pandemic and beyond. The digital journey is being enabled by a clear strategic vision, structural enablers, innovation mainstreaming, and digital-led manufacturing or operations.

Reimagining HUL “To prepare our end-to-end value chain for technologyled consumption models, we are investing significantly in our digital transformation programme – ‘Reimagine HUL’. A Digital Council comprising cross functional leaders is the Steering Committee for this initiative.

Experience at the Centre “Consumer Ecosystem: Focusing on building superior experiences and products through: Agile Innovation Hub, a virtual hub with alwayson trend spotting sizing, prototyping, and validating; Next Gen Media, real time data & analytics for media attribution to growth, and Interconnected Consumer Platforms, on engagement, trial, and commerce.”

Connected Store “Customer Ecosystem: A Connected Store programme which entails Demand Capture through Shikhar (our eB2B App), Demand Fulfilment (including building next day delivery for stores) and a ‘My Kirana’ and ’Ushop’ portal as a B2C for Demand Generation.”

E2E Operations “Operations Ecosystem: An ecosystem across the verticals of Plan, Source, Make and Deliver underpinned by digital capabilities for E2E manufacturing & distribution network transformation.”

Data Leverage “Data, Tech and Analytics Ecosystem: In 2020 we increased the leverage of (external) ecosystem data, and this has helped to optimise operations during lockdowns. We continue to make progress to augment all key decisions with Artificial Intelligence & Machine Learning.”

Innovation by Digital “Pre-empting the imminent disruption, we have established a sharp digital innovation portfolio in each Function and continue investments in Innovation. These innovations include those around our core ERP platform using Cloud, Artificial Intelligence and other digital technologies.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Hindustan Unilever Limited

CONSUMER PACKAGED GOODS

“Despite several operational challenges, the Company’s resolve to adapt to the new normal and reimagine the next normal led to hardwiring of agility in every sphere of operation, leveraging purposeful innovation, realigning supply chains, building partnerships and collaborations as well as accelerating the pace of digital technologies, processes and systems to more effectively serve consumers, communities and the country.” (Source – Excerpt from the section “ITC: The Next Horizon” in 2020-21 Annual Report).

Mr Sunil Thakur, Area Director - CSP, BMC Software APJ

“Data-driven marketing and supply chains are resulting in mass personalization at one end and agility and efficiency at the other. ITC is setting a great example of how data can be leveraged for ensuring great experiences across the customer lifecycle.”

Dr Kapil Dev Singh, CEO, Coeus Age

“The world needs agile and transparent agri value chains for efficiencies, experiences, and ecological sustainability. ITC is a frontrunner in creating a vibrant ecosystem that is a win win for all involved, both directly and indirectly.”

PERFECTING CUSTOMER CENTRICITY,

EXPLOITING DIGITAL CAPABILITIES

DXL Digital Transformation Leader

Coeus Age Analysis ITC, a well diversified conglomerate spanning across all the three sectors of the economy, is growing fast despite the pandemic. Emerging as a strong challenger in multiple categories, ITC is building capabilities in the areas of customer life cycle management, multi-channel distribution that is hyper local in the last mile, and farm-to-dining-table value chain visibility. This is done with the aim of driving newer experiences, business agility, marketing effectiveness, supply-chain transparency, operational efficiency, and ecological sustainability. ITC is leveraging data, both within and from outside data sources, to gain insights as well as to drive marketing actions that support personalization, change behaviours, create brand communications, and develop products and services as per the changing needs.

Enhancing CX “The Businesses continue to leverage digital technologies and platforms enhancing consumer experience. Strategic interventions in this area are aimed at delivering delightful brand experiences seamlessly across touchpoints through personalised journeys mapped to individual’s needs, preferences and context.”

Leveraging Data “ITC continues to increasingly leverage ‘Sixth Sense’, the Marketing Command Centre and Consumer Data Hub – an AI powered hyperpersonalised platform backed by a robust partner ecosystem for content and data - to gain insights on market trends and consumer behaviour and synthesise the same to craft contextual brand communication and product development ”

Innovating for Hyper Local “Direct-to-consumer e-Commerce platform (ITC e-Store); WhatsApp based chatbot (ITC Storelocator) enabling easier access for consumers to your Company’s products in their vicinity;”

Unified Supply Chain “The ‘ITC One Supply Chain’ initiative continued to be leveraged to drive supply chain cost optimisation on the back of digital technologies and scale benefits.”

“Deployment of innovative delivery models and use of alternate channels (ITC Storeon-Wheels) and use of AI/ML for outlet level actionable insights, etc.”

“Company made steady progress during the year in setting up state-of-the-art Ancillary Manufacturing cum Logistics Facilities (AMLF).”

Growth by eCommerce “Your Company collaborated with the leading e-Commerce platforms on all aspects of operations i.e. category development, marketing, supply chain and customer acquisition. This was augmented by development of exclusive and relevant pack assortments, capability building to execute plans to drive ‘Digital First’ brands and platform discoverability through jointly curated campaigns.”

NextGen Infrastructure “The Paperboards and Specialty Papers Division has also set up a state-of-the-art Next Generation Smart and Hyperscalar Digital and Data Infrastructure at its plants, to enable real time operations control, process optimisation and quality improvements.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

ITC Limited

HOSPITALS

Ms Suneeta Reddy, Managing Director, Apollo Hospitals Enterprise Limited

“Our digital and omni-channel play is a natural consequence of our long-held ideal of taking care closer to the consumer. Apollo Hospitals has a proven track record of incubating new business verticals and growing them both in size and profitability. We are always focused on creating and enhancing shareholder value, and we will ensure Apollo 24/7 delivers on its potential, with the separate focused management team we have put in place, who bring with them a deep understanding of healthcare, technology and digital perspectives.” (Source – Audited Financial Results for the year ended 31st March 2021).

Mr Sakaar Anand, India Head and Head of HR, BMC Software

“AHEL is going digital whole hog. On one hand it is focusing on making the existing operations efficient and agile, on the other hand it is driving new business opportunities like the Apollo 24/7 Platform. It proves the point that real value of digital transformation comes from being holistic and not piecemeal. What also becomes imperative to support holistic change is automated infrastructure management, agile development, holistic security and AI driven Operations (AIOps).”

Dr Kapil Dev Singh, CEO, Coeus Age

“Solving health problems at both individual and community levels demand a collaborative approach. AHEL, by partnering with Microsoft and Google, is marrying its own healthcare research capabilities with the data management and analytics capabilities of its partner platforms. ”

DELIVERING 360-DEGREE HEALTHCARE,

UNLOCKING DATA VALUE WITH DIGITAL

DXL Digital Transformation Leader

Coeus Age Analysis Apollo Hospitals Enterprise Limited (AHEL) has deployed digital across the patient value chain and beyond the physical boundaries of its hospitals. It has started a business that is focussed on nurturing the ‘Apollo 24/7’ platform for round-the-clock patient services. It covers the whole range of services that OPD or home patients generally need, i.e., consulting a doctor, ordering medicines for home delivery, getting diagnostics done, etc. On the IPD side, increased use of robotics surgery across specializations is being promoted. Beyond the traditional hospital services, AHEL is also having a deep focus on data analytics through AI and ML to discover proactive health insights of individual patients and uncover predictive health issues at a community level. It is also leveraging its expertise and experience in telemedicine to take healthcare beyond the physical boundaries of its hospitals.

A Digital Healthcare Platform “Our Agile foray into digital healthcare services is spearheaded by our App. Apollo 24/7, an omni-channel platform that affords a patient 24- hour access to our skilled doctor fraternity and network of hospitals, across India. Other services include home delivery of medicines, doctor consult appointments and diagnostic bookings.”

AI for Health “The Group’s partnership with Microsoft to develop and deploy new AI and machine learning models to predict patient risk for heart disease and assist doctors on treatment plans, is the first step in the journey towards AI-based predictive health across the disease spectrum. The Group partnered with Google India to launch a new feature in its Search offering called ‘Symptom Search.”

Data for Solving Health Problems “Using the learnings from over 22 million health checks conducted at our hospitals, we have leveraged digital technology to create ProHealth, our end-to-end comprehensive wellness and preventive health program that focuses on diagnosing NCDs, and, where possible, modifying the risk factors to slow down progression.”

Robotics Surgery “The state-of-the-art operating theatres are equipped with the da Vinci® surgical system, the most advanced platform for minimally invasive surgery available today. The fourarmed surgical robotic system is a breakthrough in surgical technology and is used in surgeries in the specialties of Urology, Gynaecology, Cardiac Sciences, Gastrointestinal, Bariatrics and Paediatrics.”

Telemedicine at Scale “Apollo TeleHealth Services (ATHS), has a two–decade experience in Telemedicine Services with presence across 25 states in India. With close to 700 Teleclinics, we have the largest telemedicine network providing specialized solutions like Tele-consults, Tele-radiology, Tele-cardiology, Tele-condition management, e-ICU and others.”

Digital for HR “The future is going to be driven by Technology and data and Apollo has made rapid strides in using technology to manage Human Resources. With the implementation of You-r-HR, (our Human Capital Management system) across Hospitals, our entire HR Management Systems are now digitized. This is the largest cloud based HCM implementation in Asia and exemplifies our commitment to the digital revolution.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Apollo Hospitals Enterprise Limited

INFRASTRUCTURE & CONSTRUCTION

Mr A. M. Naik, Group Chairman, Larsen & Toubro Limited

“One unintended but welcome consequence of the pandemic has been the rapid adoption of digital technologies. This was a lifeline which ensured that economies do not get paralyzed due to lockdowns and other constraints. Another positive fall-out has been an increased awareness of sustainability and a more stringent emphasis on Environment Protection, Social Responsibility and Governance frameworks.” (Source – Excerpt from the Chairman’s Statement in 2020-21 Annual Report).

Mr Sunil Thakur, Area Director - CSP, BMC Software APJ

“Running a highly automated, intelligent and autonomous enterprise is the ultimate goal of digital transformation and it is very heartening to see how L&T has become a great example of that. We at BMC believe more and more enterprises eventually will become what we call an Autonomous Digital Enterprise (ADE). Such enterprises will need automated IT operations and applications management, agile application development, and extensive use of AIOps. ”

Dr Kapil Dev Singh, CEO, Coeus Age

“The all-round development of the organization at L&T with digital is a great example for many other organizations. Howsoever complex a business may be, a mindful application of emerging technologies, process by process, can lead to a huge transformation and its associated benefits.”

BUILDING ENTERPRISE INTELLIGENCE,

EMBRACING AUTOMATION MINDFULLY

DXL Digital Transformation Leader

Larsen & Toubro Limited 360 Degree Digital

Coeus Age Analysis

1. Asset Lifecycle Management, using Radio Frequency Identification (RFID) 2. Robotic Process Automation (RPA) & AI 3. Augmented reality (AR)

Larsen & Toubro is digitally transforming every bit and piece of the business. It is a large diversified company with its own complexity of managing operations within and across the boundaries. On one hand, it is taking initiatives to digitally onboard the core operations like manufacturing, project management, supply chain, and services. On the other hand, it is embracing a broad range of automation technologies that would collectively render capabilities to manage the organization with efficiency and agility. Larsen and Toubro is a great digital transformation case study, not only in its own industry sector but across industries, both in India and globally.

4. Virtual Reality (VR) - Virtual factory visit and Safety Training 5. Sales Force Dot Com (SFDC): The business recently implemented SFDC as a single platform for structured planning, database management and analytics to improve decision-making for its Electrical Standard Product (ESP) sales, business development, product management and service functions 6. HR--- There has been consistent encouragement to adopt on-line learning through Anytime Learning (ATL) and ATL Next across the organization.”

Project Management by Digital “A digitally integrated project management ecosystem has been created to enable timely completion of projects. It encompasses, integrates and enables sophisticated analytics of all the processes in the project lifecycle, right from prospecting to post-completion obligations. The predictive abilities of the platform equip the team with the requisite tools and analytics to create optimised plans initially and during the course of the project. Aerial LiDAR survey techniques, usage of drones, user-friendly incidentreporting systems and deployment of smart glasses, mobility devices, etc. have yielded tangible benefits. Virtual collaboration tools came in handy during remote design review, inspection, installation supervision and testing processes and have now become the norm.”

Integrated Supply Chain “Under Project Fusion, the business undertook massive ERP implementation covering all the 14 entities and all the processes in an integrated manner. The business went live with SAP S4 HANA 1909 (greenfield implementation) on 9th October, 2020. The business also implemented an exclusive vendor portal integrated with ERP, including right from vendor on-boarding to vendor reconciliation, etc. The business also launched a dedicated mobile app for O&M of the roads and power transmission line business, which is integrated with ERP and ArcGIS Online (ESRI, a map-based server).”

L&T Fusion - A Platform for Smart Cities “‘The business successfully launched its own Solution Platform ‘L&T Fusion’ – an augmented Intelligence platform aimed at solving the problems of cities, law enforcement agencies and critical infra. This will help the business to transform into a thought partner for cities and law enforcement agencies through continuous problem-solving and leveraging IoT, AI and mobility technologies. L&T Fusion was successfully tested, deployed and commissioned for Nagpur Smart City and Raipur Smart City Projects.”

Digital for HR and Learning

Next Phase of Digital

“‘L&T has established a scalable, multifeatured and externally integrated Digital Learning Platform called ATLNext. This has emerged as the bulwark of remote and real-time learning in the organisation. The platform makes use of Artificial Intelligence and Machine Learning-driven learning algorithms.

“‘The digital adoption in the business is progressing at a rapid pace. The business had implemented multiple digital technologies, such as IoT, AR/ VR and mobility, in multiple areas of project execution and manufacturing. The business benefits of these implementations are being monitored and measured closely. The next phase of digital has begun, where the focus is on developing new solutions using AI, ML, RPA and Analytics to get insights, achieve automation in most aspects of project execution. Solutions such as connected machines and vehicles to improve productivity and utilisation by predictive analytics, various Bots and mobility apps for efficient business operations and Artificial Intelligence (AI) & Machine Learning (ML) for Video / image analytics are helping project sites in maintaining compliance related to Covid-19 protocols and safety.”

The journey of HR Digitalization has made substantial progress this year, and the cloud-based platform implemented in earlier years has become a single source of employee data and a robust anchor for current and future talent modules. This digital platform has become a go-to forum for employees for life-cycle transactions, performance management, development plans and employeeconnect initiatives, including during the remote working mode. The Company is in a position to derive real-time talent dashboards for the corporate leadership team.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

“Digitalisation Key digital initiatives which comprised both new as well as scope enhancement in projects under implementation included:

INSURANCE

Ms. Vibha Padalkar, Managing Director & CEO, HDFC Life Insurance Company Limited

“During the lockdown, ‘digital first’ became the norm. Digital is no longer a good to have – it’s now a necessity. Our ethos of leveraging technology and investing in digital assets, with a focus on customer-centricity, paid off handsomely during the pandemic – we were able to seamlessly transition to the digital mode of doing business.” (Source – Excerpt From the desk of the MD and CEO in 2020-21 Annual Report).

Mr Deepak Singla, Country Director, BMC Software, India and SAARC

“When broad-based process automation, seamless platform integration, data capability and all-around use of emerging technologies become mainstream across the value chain of an enterprise, the enterprise can ensure a high level of service delivery, both internally and externally. HDFC Life has done just that.”

Dr Kapil Dev Singh, CEO, Coeus Age

“Customer experience is an outcome of readiness on multiple fronts—process automation, data play, and the use of right technologies. The HDFC Life case study is a very apt example of this principle.”

CREATING THE OPERATING MODEL OF TOMORROW, TAKING THE DATASCIENCE ROUTE

DXL Digital Transformation Leader

HDFC Life Insurance Company Limited

HDFC Life Insurance is a great example of using the real power of AI and ML by harnessing many sides of it, e.g., vision AI, speech AI, virtual assistance, claims engine, etc. It has undertaken a cohesive approach to harness digital for building a thriving ecosystem, helping partner integration, supporting seamless customer journey, and building E2E digital platforms, all aimed at providing experience to customers, employees, and partners. It is also making a well-rounded effort for building data science capabilities for gauging customer behaviour from a broad set of data, both structured and unstructured.

Simplifying for the Customers “Our approach towards ‘Service Simplification’ continued through FY 202021. It is based on six broad tenets – 24*7 availability, instant, frictionless, accurate, personalised and proactive customer experience. ”

Many Faces of AI “These have led to capabilities such around vision AI (FaceSense), speech AI (TrueCue), machine learning and predictive models for early claims, persistency, customer propensity, financial consultant engagement, cognitive bots, AI based virtual assistant (Insta).”

End2End Digital Platforms “InstaServ, a mobile app for our service teams, instantly processes over 85% of the transactions at our branches. InstaReceipt has reduced servicing TAT by over 90% and generates a receipt in 30 seconds. InstaRevival does instant revival of lapsed policies. This process has enabled us to revive a lapsed policy in less than a minute with over 96% revivals being done over the counter.”

Ecosystem Enablement “Our digital ecosystem is supported by tie-ups with multiple partners, proprietary platforms and growth engines. These engines translate into five building blocks viz., journey simplification, partner integration, data led ecosystems, service simplification and platforms.”

Actionable Consumer Insights “For granular tracking of the transforming customer trends and behaviours, we partnered with digital start-ups, moved our brand tracking from physical to digital, and used AI/ML powered platforms to help mine insights from unstructured data and consumer conversations.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Coeus Age Analysis

Reimagining Insurance “We aim to continuously build market leading digital capabilities in order to shape the insurance operating model of tomorrow. In this context, our initiatives under “reimagining insurance” have led us into building platforms and ecosystems, ensuring seamless partner integrations, simplifying sales and service journeys, and investing in data science & analytics.”

INSURANCE

Ms Lalita D. Gupte, Chairperson, ICICI Lombard General Insurance Company Limited

“The role that the pandemic has played in accelerating digitization across sectors has been spoken at length. When it comes to the insurance industry, this journey began a while ago. It continues to accelerate given the developments in the InsurTech space. Further, the regulatory authority, IRDAI has been encouraging technology adoption as it works towards creating a conducive environment for introduction of innovative InsurTech solutions. As we look ahead, innovative technology-enabled solutions will find increasing usage in the insurance sector.” (Source – Excerpt from Message from the Chairperson in 2020-21 Annual Report)

Mr Deepak Singla, Country Director, BMC Software, India and SAARC

“It is heartening to see ICICI Lombard taking a conscientious cloud approach. The cloud is fast becoming an integral part for the enterprise digital infrastructure. Automated, intelligent, and autonomous processes for cloud management are the need of the hour. ”

Dr Kapil Dev Singh, CEO, Coeus Age

“ICICI Lombard case study very nicely demonstrates that end-to-end service platforms are the end state of automation of processes and associated data play. By weaving multiple platforms across customers, sales and marketing, operations, supply chain, and HR domains, DX can render a digital fabric of people, processes, data, and tools (or standard procedures and knowledge) for an enterprise and its partner ecosystem.”

INCREASING REACH, AGILITY, AND ALERTNESS, WEAVING MULTIPLE PLATFORMS WITH DIGITAL

DXL Digital Transformation Leader

ICICI Lombard General Insurance Company Limited

ICICI Lombard is transforming itself such that the value chain partners are digitally onboarded, an end-to-end services platform serves SMEs, customer and employee life cycles are managed, and risks are mitigated. It successfully addresses the three key imperatives that are inherently incompatible with each other—agility, efficiency, and risk management. The reduction in turnaround time and fraud incidents as well as increase in customer retention are indicators of the success. The digital journey is suitably enabled by emerging technologies such as cloud computing, data analytics, AI, and ML, such that they are not standalone applications but important threads of a cohesive approach.

1. Technological tools - Robo calling and CRM tools for motor dealer partners to enhance retention 2. On-boarding of POS and agents is continuing digitally.”

Managing Risk “Apart from the traditional approach for fraud detection based on heuristic techniques based either on a checklist or a scoring algorithm, we are utilising advanced technologies and algorithms based on machine learning and artificial intelligence in identifying fraudulent activities faster with increased accuracy.”

Growth (Digital) Platforms “The SME team strives for technological innovation at every touchpoint, from policy booking to enhancing digital payment modes to tracking of renewals. Most of our SME products are available on our digital platforms such as iPartner and MyRA. A key focus for the vertical is 100% profitable customer retention.”

Data Science Leverage “ICICI Lombard is the first Indian non-life insurance company to pioneer the use of artificial intelligence and machine learning in health claim processing. The deployment of AI technology in the cumbersome process of claim verification has resulted in shrinking cashless claim request approval time to a few minutes as against 60 minutes when done manually.”

Harnessing Cloud “Our productivity suite and HR solutions are hosted on a cloud-based platform. In FY2020, we began the next phase of our cloud journey, which involves moving production workloads to the cloud. This would make us better equipped to analyse customer needs and respond to them through improved products”

HR Life Cycle “This system encompasses the employee’s entire lifecycle activities such as talent acquisition, employee on-boarding, performance management, succession planning, compensation, learning & development and exit management.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Coeus Age Analysis

Increasing Digital Reach “Channel partners were already enabled digitally to acquire, retain and service customers. Adoption rates have seen a significant increase on account of:

LOGISTIC AND SUPPLY CHAIN

Mr Sharad Upasani, Chairman, Blue Dart Express Limited Mr Balfour Manuel, Managing, Director, Blue Dart Express Limited “Since inception your Company has maintained its technology leadership and continues to invest extensively in its technology infrastructure to create differentiated delivery capabilities, quality services and customized solutions for the customers. The use of technology has optimized the cost, improved processes and allowed your Company to introduce innovative solutions to provide customers with high quality service offerings. In the last few years, your Company has adopted technology to enable tracking of shipments, dynamic route management, advanced billing and receivables management system, integrating wallets for ‘cash–on–delivery’ (COD), ‘control tower’ and ‘network control’ modules. Your Company has successfully enabled office-based employees to ‘work from home’ during pandemic, thereby ensuring smooth operations for essential items.” (Source – Excerpt from the Directors’ Report in 2020-21 Annual Report).

Mr Sakaar Anand, India Head and Head of HR, BMC Software

“The efficient and transparent supply chain built using a well-integrated set of multiple technologies is a commendable feat achieved by Blue Dart. Such a system thrives on data and hence smart automation of data infrastructure, applications, data engineering and management processes including governance, security and privacy becomes critical. Automation and AI driven Operations (AIOps) become very relevant.”

Dr Kapil Dev Singh, CEO, Coeus Age

“The Blue Dart case study showcases how multiple technologies like core applications, specialpurpose tools, and emerging technologies need to be woven together to create a seamless supply chain for ensuring a high level of customer experience. In a highly competitive and cluttered logistics services market, that is surely a huge competitive advantage.”

TIGHTENING FLOW OF GOODS AND INFORMATION,

LEVERAGING A SMART SUPPLY CHAIN

DXL Digital Transformation Leader

Coeus Age Analysis For a logistics company, the real challenge is managing the supply chain efficiently and transparently. Efficiency is a direct outcome of process automation and integration, whereas transparency for both internal users as well as customers can result from how data is captured and managed as per the requirement of different organizational actors. The digital transformation at Blue Dart is an apt example of how these two imperatives are addressed. Digitalized supply chain, mobile app, analytics, business intelligence, smart dashboards, API solutions, auto-route applications, and learning systems are the technologies being deployed towards that objective.

Leading with Technology “Your Company derives its leadership through its marketleading technology, striving to make systems and processes user-friendly and efficient to drive results. Blue Dart ensured that all collections went 100% digital during the Pandemic. Blue Dart continues to lead digital transformation with analytics, automation, business intelligence, smart dashboards, API Solutions, auto-route applications, deployment of parcel lockers, electrical vehicles and investments in high-standard technology including the mobile application -‘My Blue Dart’, the internal Knowledge, Engagement & Learning System – Blue Connect as well as pioneering the ‘Contact Less Delivery’ service.”

Digital for HR and Learning “The performance management system in Blue Dart is handled through the online HRIS platform, PRIDE. During the current year, the Global HR system, called Cross-Divisonal Human Resources Information System (CHRIS) was rolled out for critical HR activities in a phased manner.” “Blue Connect (Internal M&E learning platform): At the very beginning of 2020, we launched and updated our internal learning management system to an application called Blue Connect.” “Gamification for frontline assessment: We introduced the gamification platform for the first time at Blue Dart for functional & behavioral assessment and development of frontline employees.”

Power Packed Mobile App “To provide customers with a superior experience, we use technology enabled mobility solutions for administering specialized pickups of product returns, which also include quality control checks, product image verification and close coordination for timely pickups. Our goal is to ensure that all Blue Dart stakeholders remain safe. To accelerate this seamless experience, we also launched our ‘My Blue Dart’ mobile application that helps customers track their package, find out the most cost-effective prices to send their shipments across horizons as well as access important contact information etc. in a user-friendly and on-the-go manner.”

Digitalized Value Chain “Application programming interface (API) based solutions for our customers have been enhanced for exchanging manifest at detailed levels to ensure an automated and seamless supply chain, from pre-pick up till post-delivery; inclusive of collections.” “An indigenous network modelling system has been developed and implemented which has enabled Blue Dart to dynamically respond to changes in network schedules and recommend fast and reliable network routes linking shipment origins with destinations.”

Holistic Contact Less Services in Pandemic “The most notable innovations at Blue Dart in FY2020-21 aligned with the need of the hour; a Contact Less Delivery system and a mobile app. Given the ‘transferable’ nature of Coronavirus, Blue Dart wanted to ensure that our customers could continue shipping with us without the fear of contagion. Therefore, we pioneered the Contact Less Delivery service that enables business continuity, eliminating any touchpoint that encouraged contact of any kind. We made this possible by activating 16 digital wallets, Net Banking, Credit & Debit cards, UPI, BHIM etc. to ensure that our customers did not feel vulnerable doing business with us.”

Data Driven Approach “Big data setup has helped in getting advanced analytics on various segments of Blue Dart’s operational process, customer insights, and trends on volume /revenue from different geographies.” “Continued focus on enabling digitized data capture of delivery and pickup of shipments covering 98.40% of delivery and 37.55% of pickup as during March 2021.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Blue Dart Express Limited

MANUFACTURING - DISCRETE

Mr Anil Rai Gupta, Chairman and Managing Director, Havells India Limited “‘PHYGITAL’ is a new reality where physical (offline channels) co-exist with digital (online) channels. The Alternate channels (Online, MFR, Canteen etc.) are expected to gain relevance over the years. Havells has nurtured strong relationships with these channels, which would reflect in additive growth in the medium term.” (Source – Excerpt from the Chairman’s Message in 2020-21 Annual Report).

Mr Sunil Thakur, Area Director - CSP, BMC Software APJ

“Broad-based automation, analytics, and AI are going to open a massive opportunity to scale up the data play at Havells. A well-architected IT platform and management of IT infrastructure and applications with agility and security become very critical to support the data play.”

Dr Kapil Dev Singh, CEO, Coeus Age

“The Havells case study is a benchmark for many discrete manufacturing enterprises wanting to ride the digital wave. Invoking the power of technology to put customer experience at the center is a lesson worth emulating.”

KEEPING CUSTOMER EXPERIENCE AT THE CORE, PERFECTING A PHYGITAL MODEL

DXL Digital Transformation Leader

Coeus Age Analysis By giving Digital Innovation a strategic and structural fillip, Havells India Limited is exploiting the power of emerging technologies in a 360-degree manner, which involves product development, intelligent supply chain, design-thinking-powered customer service experience, partner enablement and, HR lifecycle integration. In the discrete manufacturing vertical, which as a sector is behind other sectors, Havells India Limited has set an example and taken a lead in transitioning to a new business model where technology sits at the middle and improved stakeholders experience emerges as a brand differentiator.

Digital Innovation “Our Bengaluru Innovation centre launched in 201920 continues to drive our transformational innovation strategy with clear focus on select Centres of Excellence (COEs) - IoT, Software, Engineering Design and Power Electronics. These COEs are playing a pivotal role in our innovation strategy and selfreliance for critical technologies while accelerating the digital journey for our products giving an unparalleled digital experience to our customers.”

Digital Platform for Smart Products “During 2020-21, we further intensified our smart connected product journey by strategic decision to standardize on indigenously developed IoT & AI platform which is comprehensive platform with connectivity, control hardware, product cloud, voice control with AI/ ML capability & syncing of Havells unified app - addressing the need of scalability, security & complete data ownership- to provide an unmatched consumer experience into Havells digital products.”

Customer Experience Focus “In order to provide a seamless, easyto- use and superior experience to our consumers, UX design specialists in CRI-CXD developed the Havells Sync app. This was done through the process of design thinking and by utilising in-depth research tools and customer insight driven methodologies. The App caters to all of Havells brands for service, IoT products and e-store from a single touchpoint.”

Transparent and Visible Supply Chain “We believe one of the key drivers for our sustainable supply chain is transparency and visibility. Warehouse and transport management system, digitisation and automation of tasks, shipment tracker systems like EPOD, DPOD and API with service providers, e-bidding and e-indenting, availability of dashboards and inventory visibility are some key initiatives that help build transparency and visibility into our supply chain.”

Digital for Channel Partners “A completely paperless process to help our channel partners & influencers to quickly initiate their sales transactions with Havells was also launched. All direct Channel Partners were enrolled through Online Customer Registration (OCR). All indirect Channel Partners & Influencers were onboarded in Sampark & E-Plus via Sales Force Automation App (SFA).”

Employee Support “In our commitment towards building an eco-friendly & efficient workplace, we have digitalised our various HR processes through e-recruitment, e-appointment letter, e-boarding, e-separation and moved towards a paperless working. This has enhanced process efficiencies with secured and faster transfer of information. Our Performance Management Process and discussion at various levels has helped employees get developmental feedback.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Havells India Limited

MANUFACTURING - DISCRETE

Mr Ashish Bhandari, Managing Director, Thermax Limited “Our digital capability, which we have been continually investing in over the years, proved to be a particularly valuable asset during COVID. Our expertise in remote operations enabled us to solve urgent customer problems, ensuring seamless execution of commissioning and other orders from customers across the world. One of our earliest crisis management challenges was the commissioning of a boiler for a customer in Egypt, without any way to get our employees to the site. We successfully commissioned the project in line with the customer’s expectations through our digitally enabled remote operations capability. Throughout the year, several such orders from the Philippines to Zambia to the USA were executed.” (Source – Excerpt from the Message from the Managing Director in 2020-21 Annual Report).

Mr Sakaar Anand, India Head and Head of HR, BMC Software

“Thermax is a front runner within the manufacturing industry as the organization began integrating digitalization into its processes early on. Thermax has invested in not only building the Remote Online Support Service and HES platforms, but it has also invested in strengthening the IT platform. This investment in Automation and AI-driven Operations (AIOps) helped create an agile and responsive infrastructure and application management.”

Dr Kapil Dev Singh, CEO, Coeus Age

“Thermax is an interesting case study where products, related services, and the working environment is undergoing tremendous digitalization. The convergence of these initiatives will help the company move towards a value-chain model that seamlessly combines the customer side with the operations side and opens up new revenue and cost-saving opportunities.”

BUCKING THE SECTORAL LAG, THRIVING WITH DIGITAL

DXL Digital Transformation Leader

Coeus Age Analysis Remote commissioning and remote online service support (ROSS) became the bedrock of ‘Smart Thermax’ journey that met its first test during the COVID pandemic. The capabilities, built organically over time, can be the beginning of a robust platform strategy that guides, tracks, and monitors the installed base, both existing and new. The ‘Smart Thermax’ journey also encompasses a strong focus on health, safety, and environment (HSE) readiness with the help of an app. The heavy engineering manufacturing and commissioning sector in which Thermax operates is characterised by cyclical sales with long gestation periods. An online services model, for both commissioning and monitoring, can make a big difference in driving annuity revenue, that can reduce the challenges of cyclicality.

Smart Thermax “With digitalization reshaping our lives, Thermax commenced its ‘Smart Thermax’ journey with a structured digital roadmap. The travel constraints of the pandemic prompted us to explore remote commissioning technologies for large boilers, and we have successfully accomplished projects in countries like Turkey and Nigeria.”

New Revenue Streams “Company is looking at offering IoT services, leasing, technology collaborations and R&D to drive sustainable solutions in new energy areas, such as fuel cells and Thermal-HVAC.” “Widen the market reach of water treatment chemicals, by focussing on digitalisation and remote monitoring of water treatment systems.”

Online Service Platform “We have also leveraged Remote Online Service Support (ROSS) to support overseas customers with commissioning of our chillers. We are also aiming to augment our service footprint through digitalisation, which will help us effectively track and monitor our widespread installation base, constantly adding value to our customers.”

Customer Connect “The company also engages with customers through Service Cloud (Salesforce. com), expos, customer meets, In Touch, seminars and digital connect (direct mailers, webinar, social media, etc).”

Project Management “OPEX - Project Management’ app and portal developed by Business Technology Group, to provide a live and dynamic perspective to all operational excellence projects undertaken, on a single platform.”

Employee Safety “The Safety app was revamped by the Business Technology Group and Health, Safety and Environment (HSE) teams to enhance its functionalities. Its advanced and dynamic dashboard facilitates the managing team in accessing more transparent, accurate, simple and handy data, thus saving time from reporting to closure by 25-30%. The feature-loaded app has seen a user increase from 2,100 to 3,400 within three months of its launch.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Thermax Limited

MANUFACTURING - PROCESS

Mr Anant Goenka, Managing Director, CEAT Limited “Digitisation is changing the world and CEAT aspires to be at the forefront of digital innovation. All the manufacturing facilities of CEAT, have been supplemented with digital solutions that help optimise supply chain and manufacturing practices, in support of the Total Quality Management (‘TQM’) methods of functioning. CEAT expanded its presence in e-commerce platforms. In addition to the appointmentbased pick up and drop, these digital channels offered various new modes of product delivery and at home fitment. As customer preferences changed towards being at home or towards increased hygiene, CEAT offered sanitisation services and touchless services keeping their safety as its utmost priority.” (Source – Excerpt from the MD’s Message in 2020-21 Annual Report).

Mr Sakaar Anand, India Head and Head of HR, BMC Software

“CEAT is emerging as an enterprise that will see data driving it through Automation, Analytics and AI. The digital plays in customers, supply chain, and operations domains will surely cohere together into building a futuristic Autonomous Digital Enterprise.”

Dr Kapil Dev Singh, CEO, Coeus Age

“The digital transformation drive at CEAT is holistic. It is covering all the business domains, e.g., participating in marketplaces, building digital factories, integrating end-to-end supply chain, and democratizing employee learning.”

HITTING AN ALLDIGITAL ROAD, LEAVING NO TRACK UNEXPLORED

DXL Digital Transformation Leader

Coeus Age Analysis CEAT Limited is leading with initiatives that aim at transforming customer engagement, supply chain management, and core operations. It is exploiting data to give speed and efficacy to new product development meant for helping to cope with the relentless pace of market shifts. Its ‘Recommendation Engine’ for helping customers to make the right decisions is expected to evolve with time. With ‘Precipio,’ CEAT has democratized and simplified the overall learning process for employees. Although process manufacturing as a sector may be behind other industry sectors, CEAT leads within the sector with a holistic approach to digital transformation.

Customers Engagement “To keep pace with the changing consumer behaviour, CEAT understands the customers’ need to do online product and price discovery as well as buy tyres online in easy steps. To deliver a superlative customer experience, CEAT revamped it’s website in FY 2020-21 with leading industry technology platforms like Adobe and Salesforce. ”

Exploiting Data “CEAT has also taken part in the development of a test data management system considering indoor and outdoor testing and claim data management. This has significantly aided in reducing New Product Development (‘NPD’) cycle frequency and has also reduced the number of overall design iterations.”

Recommendation Engine “The website has a ‘Recommendation Engine’ that helps the customers to identify and choose a tyre, best suited to their needs. The website chatbot is on WhatsApp that helps customers with queries on product, dealer, complaints and general queries.”

Smart Factory Enablement “CEAT successfully implemented Siemen’s Manufacturing Execution System (‘MES’) in it’s Nagpur and Chennai plants, while Halol plant already has a custommade MES. The objectives of the initiative include reduced waste, increased output, optimised inventory management, decreased downtime and reduced costs associated with production.”

Dealer Relations “With the aim of improving its channel partners’ experience of doing business with CEAT, the 4th generation Dealer Portal (CEATAssist app) was launched in FY 2020-21. This digital and design thinking led transformation has notable impact on dealer satisfaction, primarily through reduction in the TAT for claim settlement and timely payment collections.”

Self Paced and On Demand Learning “Percipio - CEAT encourages self paced and on demand learning through e-learning. Through Percipio, the online learning platform, 7,001 trainings were imparted. The topics covered were communication, presentation skills, quality management, digital skills and Six Sigma amongst others.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

CEAT Limited

MANUFACTURING - PROCESS

Mr R. Mukundan, Managing Director & CEO, Tata Chemicals Limited “Another area of focus is digitalisation to become a more customer-centric, service oriented and data-driven organisation which will enable us to create more resource-efficient, safer and smart factories alongside modernising our ERP and data analytics platform. Our Nellore Fermentation Prebiotics unit leverages both these elements of sustainability and digitalisation.” (Source – Excerpt from the MD & CEO ’s Message in 2020-21 Annual Report).

Mr Sunil Thakur, Area Director - CSP, BMC Software APJ

“Tata Chemicals is implementing an enterprise-wide data and analytics platform that will make the processes intelligent and help people make informed decisions. This will require an underlying operations and management component for speed and security in data collection, collation, and presentation.”

Dr Kapil Dev Singh, CEO, Coeus Age

“Tata Chemicals is a great example of how core ERP can become the seat of innovation if extended to cover more business domains and integrated with emerging tech platforms.”

REVAMPING CORE IT FOR DIGITAL PLAY,

COVERING THE ENTIRE VALUE CHAIN

DXL Digital Transformation Leader

Tata Chemicals Limited

Tata Chemicals Limited has not only modernized its ERP platform, it has also enabled it with a broad-based data-andanalytics play. The capability is enabling Tata Chemicals to build connected factories that thrive upon data and emerging technologies such as analytics, IIoT, and AI/ML. It has also structured itself to leverage the power of the underlying IT platform for designing business initiatives. The power of digital is also extended to support customers with insights and employees with learning (LIMS); modernized HRMS; and safety, health, and environment.

Broad-basing Data Analytics “Vulnerability assessment through Data Analytics: We have developed a Data Analytics Platform to gain organisationwide safety insights for tracking various safety lead and lag indicators. The platform uses analytical tools like Natural Language Processing (NLP) for generating word clouds and historic data analysis for forecasting vulnerable areas and activities to avoid incidents.”

Ease for the Customers “ChemConnect’, the Company’s online customer portal and mobile application, added new functionalities and dashboards for ease of customer support, engagement and navigation.”

Bimodal IT “a) Core IT: to deliver predictable and consistent performance of IT systems b) Business Enablement: Exploring and implementing multiple solutions to business problems leveraging digital solution.”

Employee Connect “ILeveraging technology with an increased focus on automation and digitisation using Industrial Internet of Things (IIoT), digital twins, data analytics and satellite imaging will help the Company make its processes more robust for customers and internal efficiencies.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Coeus Age Analysis

A Holistic Enterprise Applications Platform “The ERP system is being modernised, along with the data and analytics platform. We have adopted a cloud-first strategy for a scalable and agile IT infrastructure. Completion of LIMS, modernisation of HRMS and payroll platforms and system enhancements for SHE will remain priority.”

Digitalizing Manufacturing “The Mithapur plant has embarked on a journey to become a world-class, smart factory. It is implementing the Digital Enterprise – the connected plant concept – in collaboration with a globally reputed organisation. With this, systems, processes and functions are being connected using ‘data’ as an enabler by employing world class technologies such as Analytics, IIoT, AI/ML algorithms, etc.”

MEDIA AND ENTERTAINMENT

Mr Sudhir Agarwal, Managing Director, D B Corp Limited

“We continue to invest in our digital business, with a particular emphasis on growing the number of daily active users on our apps, and we have made tremendous progress in this area. Our strategy of providing the best-in-class, ad-free user experience on our digital apps while maintaining high-quality, insightful, and reader-engaged content resulted in a 7.5x increase in monthly active users over the previous 18 months (Source: ComScore).” (Source – Excerpt from Message from the Managing Director in 2020-21 Annual Report).

Mr Sunil Thakur, Area Director - CSP, BMC Software APJ

“Print and digital are not either-or choices. DB Corp has shown that a multilingual media company can successfully build and run both the businesses as per their specific demands. The ability to monetize the digital products will require data to drive readers’ experience in terms of content and engagement.”

Dr Kapil Dev Singh, CEO, Coeus Age

“D B Corp has a great opportunity to venture into the high-growth tier 2 and tier 3 markets of India, especially in vernacular. The digital platform it has created is powered by emerging technologies to drive data play and user experience. The scope lies in managing a unified content engine to power its print and digital products, which has already begun in small ways.”

MAKING THE MOST OF PRINT AND DIGITAL, FINE-TUNING A UNIFIED CONTENT ENGINE

DXL Digital Transformation Leader

Coeus Age Analysis D B Corp has been evolving over the years and digital has offered it the opportunity to continue doing so. But digital is disruptive and requires an approach different from print. So D B Corp has structured it separately to help it evolve with the spirit of a start-up. The digital business is a new growth engine and its supporting tech platform is being upgraded to put data at the centre so as to drive differentiation by unleashing scale and personalization. The KPIs of the new digital business include the traction achieved in number of users. The successful evolution to the digital business along with the traditional print media, across vernacular markets, is a rare feat achieved by D B Corp.

Evolving with Times “We have evolved – from being Local to National; from one language to three languages; from a single edition to 65; and from Print to Radio, Digital and Mobile platforms. This has enabled us to harness the increasing growth opportunities in India’s Tier II & Tier III markets.” “We are working towards using our digital and social media platforms to extend our brand promise with podcasts, videos and live streams.”

AI at the Core “The recently launched Artificial Intelligence-driven Dainik Bhaskar+ app is aimed at revolutionising news consumption in Hindi-speaking markets. The largest news and information app in its category, it is the only Hindi app offering credible digital content to users. Available on both Android and iOS platforms, it is loaded with futuristic features like the ‘NewsPlus’ feature with Augmented Reality (AR) technology, which enables users to scan the news published in the newspaper and play related videos..”

Structural Readiness “To achieve this, we have realigned the digital organisation to operate as an independent start-up with an entirely new Product and Technology team with experience of building and scaling consumer products to hundreds of millions of users. This, in turn, will enable us to drive long-term growth and monetise our products.”

Hyper Scale Tech Platform “DB Digital revamped its technology infrastructure to enable a high-level data analysis and create scope for greater experimentation & personalisation. This was to optimise the product and enable its rapid execution to grow and touch more than 100 million users over the next decade. DB Digital’s new engineering team has a past record of working with the top Indian tech start-ups and scaling the products and systems in line with user expectation and market trends”

Data Driven “‘WisdomNxt’, our in-house analytics and data intelligence proprietary tool, supports the editorial team with real-time insights on content. We added the ability to predict the virality of content to make ourselves even more connected with the contemporary needs of audiences.”

Growing Numbers “Dainik Bhaskar app (Hindi news) registered 4.50 million active monthly users as of June 2020, as against 1.53 million active monthly users in December 2019* Divya Bhaskar app (Gujarati news) registered 1.28 million active monthly users as of June 2020, as against 0.48 million active monthly users in December 2019.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

D.B. Corp Limited

MEDIA AND ENTERTAINMENT

Mr Punit Goenka, MD & CEO, Zee Entertainment Enterprises Limited, “We are also witnessing exponential growth in the digital ecosystem, led by state-ofthe-art technology, immersive viewing experiences and data-backed innovations. To succeed in this environment, we have integrated our digital assets under one roof as we endeavor to strike the right balance between technology, data and talent to capture these growth opportunities.” (Source – Excerpt from Message from the Managing Director in 2020-21 Annual Report).

Mr Sakaar Anand, India Head and Head of HR, BMC Software

“Using data to drive content creation, product design, customer and services function is a major step forward, especially in this dynamic era where enterprises are leaning towards and leveraging the benefits of digitalization. With Zee 4.0 as the next phase of evolution, we are looking at a strengthened organization with better technology, infrastructure, people skills, and more.

Dr Kapil Dev Singh, CEO, Coeus Age

“ZEE is moving towards a multi-form-factor entertainment consumption model with content from third-party platforms as well as custom content for the ZEE5 app. The role of digital and emerging technologies to unify as well as provide fillip to the digital business is going to be immense.”

BREAKING NEW MEDIA GROUNDS,

USING DIGITAL INNOVATION TO THE HILT

DXL Digital Transformation Leader

Coeus Age Analysis ZEE, a leading player in the electronic media space, is evolving gradually in the digital space. With its ZEE5 app platform, it is not only curating content that it already has but also exploring partners for creating content specific to the mobile platform. Getting well entrenched in the ecosystem, ZEE5 is leveraging data to enhance its footprint and usage. The growing number of app users are quite encouraging. Zee 4.0 is the next evolutionary initiative that will be underpinned by emerging technologies, new design, data, and cyber security. The investment in its upcoming innovation centre in Bangalore is specifically made for this purpose.

Evolving with Times “Over the past few years, ZEEL has invested and scaled up new businesses, viz. digital, movies and live entertainment. These businesses are at various stages of development and have different investment needs.”

Nurturing the Ecosystem “ZEE5 has been expanding its partnership network. With bundled offerings on all three large telecom operators and partnerships with a number of players across e-commerce, travel and hospitality sectors, ZEE5 is well entrenched in the digital ecosystem. Expanding exclusive content library and partnership network has enabled ZEE5 to grow its paid subscriber base.”

Carving ZEE 4.0 “The company is in the process of setting up a cutting-edge technology hub in Bengaluru to drive innovation and exponential growth for all its digital platforms including ZEE5. Taking strategic steps towards the digital transformation journey of ZEE 4.0, the innovation centre in Bengaluru will onboard 500+ experts having a strong expertise in the field of design, technology, data & cyber security.”

Leading with Digital “Launched in February 2018, ZEE5 is one of the fastest growing digital entertainment platforms in India. Despite a late entry in the crowded OTT space, it has been gaining traction across all viewership parameters. ZEE5 registered 61.5 million monthly active users (MAUs) in March ’19 with an average of 31 minutes spent on the platform.”

Data Driven “We are investing in data and analytics capabilities to use consumer insights for content creation and product design. Even traditional functions like marketing and customer service are undergoing significant changes and we are equipping our workforce for success in this new environment.”

Digital for HR “We have launched a series of initiatives that will improve the quality of internal service standards. Key among them are, implementation of Success Factors, a leading cloud-based HR tech platform that will help automate the employeeorganization interface and deliver faster turnaround times; strengthening employee wellness offering and improving the quality and consistency of employee engagement.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Zee Entertainment Enterprises Limited

METALS AND MINING T. V. Narendran, CEO and MD, TATA Steel Limited

Koushik Chatterjee, ED and CFO, TATA Steel Limited “We are also strengthening our business enablers. Tata Steel over the past few years has invested in building its digital infrastructure, which helped tide over not only the initial phase of the pandemic but continues to provide us with the critical enabler for business analytics and automation. We will continue to invest very significantly in digital across all business processes in the Company.” (Source – Excerpt from the ‘MANAGEMENT SPEAK- Focussing on all round excellence in an uncertain environment’ in 2020-21 Annual Report).

Mr Sunil Thakur, Area Director - CSP, BMC Software APJ

“By weaving cloud, across the IT infrastructure and applications landscape and adopting the latest Industry 4.0 concepts, Tata Steel Limited with digital supply chain and operations is a true Autonomous Digital Enterprise coming alive.”

Dr Kapil Dev Singh, CEO, Coeus Age

“Tata Steel Limited is not only a digital frontrunner in India but across the globe in the metals-and-mining industry. It has a seamless digital fabric that has been woven over the years.”

WEAVING IT WITH CLOUD,

CREATING A DIGITAL FABRIC FOR FUTURE

DXL Digital Transformation Leader

Tata Steel Limited

Tata Steel Limited is a case study of broad and deep digital transformation. On one hand, it is focussing on end-to-end supplychain integration with granular pieces of logistics and procurement being tech enabled and industry 4.0 being rolled out across operations. On the other hand, it is exploiting the next-generation network and security as well as a 360-degree cloud play for enterprise applications. Tata Steel Limited is not only transforming its current operations but is also exploring how new e-commerce business models can be built and monetized.

New Revenue Streams “Beyond core technology innovation, your Company will pursue its digital sales channel. Revenue through Tata Steel India’s e-commerce portal Aashiyana increased to `726 crore – growing 130% over FY 2019-20 – enabled by more consumer touchpoints and higher adoption by ecosystem partners.” “Steel Recycling Business Launched first-of-its-kind app FerroHaatTM to build a digital supply chain for scrap.”

360 Degree Cloud “Over the years, we have made several investments for digital transformation. SAP and other corporate systems which were On-Premise have been migrated to Cloud. We have a distributed Hybrid Multi Cloud Environment with SAP and other Corporate Applications on IBM cloud, Analytics applications on Google Cloud Platform (GCP) Data Visualisation Platform on AWS and Collaborations Platform on Azure. The Edge Computing systems like Mill Execution Systems (MES) are by design kept On-Premise.” “We have moved ~85% of our servers to the cloud over the last 3 years in one of the biggest cloud migration programmes in Asia.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Coeus Age Analysis

End to End Digitalization “Our aim is to make digital interventions across the organisation, including in operations, integrated supply chain, planning and logistics, and marketing and sales, among others. We are looking at various initiatives to drive end-to-end cost optimisation. We are also re-engineering our procurement process by introducing digital catalogue-based buying platforms, commodity price prediction-aided buying, analytics-powered negotiation tools for category managers and end-to-end contract lifecycle management and analytics.”

NON-BANKING FINANCE COMPANY

Mr Sanjiv Bajaj, Chairman, Bajaj Finance Limited “The Company was among the early movers to transit to digital process in the financial services industry. It had already moved from ‘Physical’ to ‘Phygital’ in a seamless manner and has embarked to move to the last phase, namely ‘Digital’, in the last three years..” (Source – Excerpt from the Management Discussion and Analysis in 2020-21 Annual Report).

Mr Sunil Thakur, Area Director - CSP, BMC Software APJ

“Bajaj Finance Limited clearly demonstrates the relevance for a new technology blueprint that allows for an all-pervasive data driven play, innovation and industry leadership, agile development, scalability, AIOps, and data security.”

Dr Kapil Dev Singh, CEO, Coeus Age

“Bajaj Finance Limited is breaking new grounds in rolling out new business initiatives like end-to-end digital experience, omni channel, and personalization.”

GUNNING FOR SEAMLESS CX,

USING DIGITAL DEEP AND WIDE

DXL Digital Transformation Leader

Coeus Age Analysis The digital transformation story at Bajaj Finance Limited clearly spells out the need for designing a new enterprise architecture that weaves emerging technologies like analytics, AI, NLP, ML, and data security for a broader and deeper leverage. This enables the business to roll out ‘industry first’ products and services, and give customers a seamless service experience. The enterprise architecture allows for scalability, security, agility, and openness to embrace innovative solutions from the startup ecosystem.

Renewed Enterprise Architecture “Enterprise technology architecture is being rapidly modernised to address the need for consumerisation and manage the scale and agility requirements of BFL. This is in collaboration with global technology partners and startups.”

Broad-based AI Use “Our self-service chat BOT provides support to customers across its website, portal, mobile app and Wallet. BFL also has an interactive voice based self service capability on Google Assistant and Alexa. These help customers in answering their basic queries. It has also introduced ‘Google Business Messaging’ for its customers by integrating its BLU BOT with Google search and Google Maps on android.”

Automated IT and Cyber Security “To improve its cyber security defence, BFL has migrated all its critical internet facing properties behind a well-known cloud-based web application firewall to safeguard against web application and distributed denial-of-service (‘DDoS’) attacks. BFL will continue its focus on automation of security orchestration for timely response to cyber incidents through its security operations centre.”

Data Science Leverage “BFL continues to invest in capabilities in data science space namely Optical Character Recognition (OCR), Natural Language Processing (NLP), Search and Machine learning based models. These technologies enable frictionless customer experience at various touch points.”

Agile Development “To facilitate consumer centric builds and improve efficiency in the technology change management, BFL has significantly strengthened its requirement discovery process; and also introduced visual designs, TechOps KPIs and advanced QA automation to deliver fully integrated and tested software development lifecycles.”

Ecosystem Development “The Company plans to partner with 25+ adjunct app ecosystem which have related products or services offering for its customers. These apps will provide adjacency to BFL’s core offerings, and thus increase the ‘customer stickiness’.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Bajaj Finance Limited

OIL AND GAS

Mr Shrikant Madhav Vaidya, Chairman, Indian Oil Corporation Limited

“During the India Energy Forum CERAWEEK held in October 2020, Hon’ble Prime Minister had underlined seven critical pillars of India’s energy strategy. One of the key drivers among these seven pillars is ‘Digital Innovation across all the energy systems’. Aligning with the Prime Minister’s vision, your Company has been implementing various digital initiatives to enhance energy efficiency, reliability, and performance while contributing to environmental sustainability. At Indian Oil, we declared the year 2020 as the ‘Year of Digitalisation’, and I firmly believe that our digital initiatives will ensure business continuity in a manner that is compatible with the ecological and economic needs of the communities in which we operate. ” (Source – Excerpt from the Chairman’s Message in 2020-21 Annual Report).

Mr Deepak Singla, Country Director, BMC Software, India and SAARC

The future-focused data strategy at Indian Oil will eventually transform the company into an Autonomous Digital Enterprise, with automated and integrated processes and a revolutionized operating model. This will surely make it more competitive in a disruptive and fast-changing energy sector.”

Dr Kapil Dev Singh, CEO, Coeus Age

“Indian Oil Corporation Limited (IOCL) is maintaining the legacy of being ‘industry leader’ in adopting technology and novel management practices. IOCL is not only a digital leader in India but also at the global level in the oil-and-gas industry. It is also breaking new grounds on the customer servicing front.”

REDEFINING BUSINESS CONTINUITY,

SHOWING PSUS A DIGITAL WAY

DXL Digital Transformation Leader

Coeus Age Analysis 2020 was a challenging year for the world, but for IOCL it was a transformative one. 2020 was declared as the ‘Year of Digitalization,’ marking an inflection point in its IT journey. For decades, IOCL took lead in adopting ERP and other enterprise applications, meant to make operations efficient and drive better services for citizens. The decision to launch a holistic transformation in 2020 has been aimed at integrating emerging technologies like cloud (pan enterprise); build data capability to drive automated and eventually autonomous processes; and develop supply chain and operations on the lines of Industry 4.0.

Refineries of the Future “Besides, at the technological frontiers, advances in AR/VR, IoT, AI, drones, increasingly present opportunities for high-value applications for the Company. Digitising operations can boost refinery yields and throughputs. In transportation, digitisation can streamline the movement of crude and products to and from refineries by determining the timing and optimising the mode of transport (from pipeline to a truck, rail, or ship). Refineries of the Future will be digitally connected facilities with improved process optimisation, reliable operations, minimised energy consumption and emissions, eliminating waste products and better water management.”

Year of Digitalization “Your Company has been implementing various digital initiatives to enhance energy efficiency, reliability, and performance while contributing to environmental sustainability. At IndianOil, we declared the year 2020 as the ‘Year of Digitalisation’, and I firmly believe that our digital initiatives will ensure business continuity in a manner that is compatible with the ecological and economic needs of the communities in which we operate.”

i-DRIVE for Customers and Operations “Launched in 2019, our digital transformation project, i-DRIVE, continues to make steady progress in transforming operations with innovative methods. Many of our customer facing applications are now enabled with AI-based chatbots for better interaction and experience. Our day-to-day operations are being further automated through robotic process automation systems. We have also introduced remote monitoring systems for predictive maintenance. Experiments are being conducted through drones and AR/VR based systems.”

eLearning through Swadhyaya “IndianOil developed an e-learning platform, christened Swadhyaya (self-learning), containing about 1100 modules on a wide range of functional content across the organisation. Just before the lockdown, about 6,000 hours of content was consumed by 2,000odd active users. Through focused communication, promotion and daily analytics sharing, a learning revolution was triggered. Swadhyaya now has almost 19,000 active users who consumed around 5 Lakhs hours of e-content in the last few months.”

Industry 4.0 “Industrial Internet of Things (IIoT) based performance monitoring and predictive analysis system for forecasting health of critical assets (mainline pump, motor and VFD) was introduced during the year. It included several technologies for monitoring reliability, pilferage, maintenance and automation of the pipeline division. A centralised management system was also implemented to evaluate corrosion growth and risk assessment of the pipeline network.”

Data, the new Process Oil “Implementation of emerging tech platforms, increased efficiency through digital assistants/ chatbots, robotic process automation (RPA), business intelligence (BI) dashboarding selfservice platforms, pan-Indian Oil data management platform (DMP), the Data Lake with IT-OT convergence set the foundational platform for all data-driven decision making. Implementation of off-the-shelf solutions, viz., the data reconciliation and yield accounting tool (DRYA), shutdown management system, integrated shipping tool, end-to-end project management suite, multi-BU pricing tool, network planning tool, coastal scheduler, and the Geographic Information System (GIS) acted as enablers for enhancing process efficiency.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Indian Oil Corporation Limited

PHARMA K Satish Reddy, Chairman, Dr Reddy’s Laboratories Limited

G V Prasad, Co-Chairman and Managing Director, Dr Reddy’s Laboratories Limited

“To achieve industry-leading growth in our chosen spaces, we are augmenting our capabilities in manufacturing, supply chain and quality by deploying tools and systems, digital technologies and data analytics. These initiatives are improving productivity and building better customer connect, while permeating our culture of quality, compliance, safety, and execution excellence in every function, unit and location of the company. We have put in place an enhanced R&D and technology-driven platform to address the evolving needs of patients, physicians and caregivers, through the development of innovative products, services and digital business models.” (Source – Excerpt from the Letter From the Chairman and Co-chairman in 2020-21 Annual Report).

Mr Deepak Singla, Country Director, BMC Software, India and SAARC

“The pharma sector is facing a double whammy; on one hand, there is the pressure to invent new drugs, and on the other the need to develop agile processes. With multiple transformation initiatives undertaken in a short span of time, Dr Reddy’s Lab seems best prepared to cope with these market demands.”

Dr Kapil Dev Singh, CEO, Coeus Age

“A multifaceted approach to digital transformation that includes operational automation (for good manufacturing practices); data capabilities; well-oiled business platforms; and a new-age customer interface, has made Dr Reddy’s Lab a digital pharma leader.”

MODERNIZING FROM THE CORE,

BRIDGING DOMAINS DIGITALLY

DXL Digital Transformation Leader

Dr Reddy’s Laboratories Limited

The digital transformation journey at Dr Reddy’s Lab began with the holistic digitalization of the core (modernization of its ERP) and extending it to domain-specific applications with bridges built between them and the core. The ‘beyond the core’ transformation included revamping customerfacing processes as well as sales and marketing processes with introduction of omni-channel capability, and developing a data-driven ‘new drug discovery’ process. A strong focus on building data capabilities for unleashing the power of analytics across the value chain and building operations, partner, and HR platforms for end-to-end services as broad-based capabilities is also worth mentioning.

Business Platforms “We have also started to reimagine Dr. Reddy’s as a platform-based organization that will bring together capabilities of the entire ecosystem to enhance our value proposition to our partners, customers and patients.” “In order to build transparency and to simplify business transactions, we carry out our routine transactions on a digital platform and a dedicated portal is available for our partners viz. Vikreta2Connect, which facilitates the whole process of procure to pay (P2P). It serves as a one stop solution to provide our business partners better visibility on RFQs, POs release, PO acknowledgement, ASN, invoice submission, GRNs & payment status and other related services.”

Transform with Digital “We continued to deploy digital and analytics solutions to improve customer engagement and drive speed and productivity in our value chain. Within R&D, multiple digital solutions were deployed that drove reduction in cycle time of drug development and help improve our rate of being ‘first time right.” “Market facing digital transformations are focused on improving customer and patient engagement. We had invested in Omnichannel connect platforms for our customers that helped us when the pandemic hit us. Similarly, in the B2B businesses, digital solutions have been deployed to drive improved customer service and account management. We have also deployed advanced analytics-based insights to improve productivity of sales and marketing.”

Digital for HR and Learning “‘As part of developing future ready talent, strategic interventions have been designed in areas of digital and analytics. Learning journeys focused on competency building across specific cohorts were rolled out — examples being in marketing and business development. We also invested in strengthening our learning resources to be more contemporary and set up a digital infrastructure in the form of a Learning Experience Platform.” “Our virtual reality training programmes help to bridge gaps in skill among incoming employees. It is at least 40 percent more efficient than traditional training methods and allows trainers to monitor employees’ psychomotor skills, their levels of alertness and their reactions during emergencies. And our people, in turn, enjoy the experience.”

Digital Factory “‘The lighthouses are some of the world’s most advanced factories from both digital and sustainable perspectives. Our first pilot site for this transformation journey is the FTO-2 manufacturing unit located in Hyderabad. We believe in embracing the most current technologies to improve manufacturing efficiency, while at the same time contributing to sustainable goals. The transformation has significant impact on our culture and capability, product quality, process robustness, efficiency and productivity.” “A digitally enabled factory of the future transforms the lives of the people on the shopfloor and in the labs. Integrated systems provide information about priorities, shift planning, performance against plan indicators and realignment of plans where necessary based on exceptions and delays.”

Data Centricity “‘Data as an Asset: We embarked on a journey (i) to ‘Collect’ all data internal and external, (ii) to ‘Connect’ data across processes and systems to make information more meaningful, and (iii) to ‘Analyze’ by creating insights that help us in generating business value. We are making good progress on our Data Lake journey to make this happen. We have started to see success on our data platforms using artificial intelligence (AI) based insights in all areas of the value chain. These have helped in faster drug development, improvement in productivity and quality of manufacturing, and personalized connect with our customers. One example is manufacturing, where we are able to use advanced analytics to help in yield optimization, create a golden tunnel for process parameters to generate better quality outcomes and digital dashboards for faster execution”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Coeus Age Analysis

Digitalizing the Core “We continue on our journey to Reimagine, Simplify and Digitize all core business processes across the organization. We initiated reimplementation of our ERP system SAP to the latest version S/4 HANA. This project was used as a vehicle to reengineer processes across the organization, making them ‘digital native’ and nimble. We also made good progress in extending digitization in functional processes, with platforms like e-Lab Notebook in R&D, manufacturing execution systems (MES), laboratory information management systems (LIMS), document management systems (DMS), customer relationship management (CRM) and others. These are intended to strengthen our process foundations, improve productivity and consistency in execution. We are also applying technologies like robotic process automation on top of this to automate repeatable processes across the value chain.”

POWER AND UTILITY

Dr. Praveer Sinha, CEO & MD, The Tata Power Company Limited

“With a deeply entrenched customer centric strategy, we continue to leverage innovation and technology to develop affordable and low carbon energy solutions for our customers. We also continued to strengthen our investments in SMART grid technologies to ensure an efficacious and resilient network as well as identified opportunities to transition towards an Energy as a Service (EaaS) business model.” (Source – Excerpt from the CEO and MD’S Message in 2020-21 Annual Report).

Mr Sakaar Anand, India Head and Head of HR, BMC Software

“Digitalization has enabled Tata Power to change the traditional utility – consumer relationship. It has now evolved into an advisor and an enabler, that focuses on transforming its users into smart and eco-friendly entities.”

Dr Kapil Dev Singh, CEO, Coeus Age

“Tata Power Limited is transforming itself into an efficient, agile, and user-friendly entity, thus preparing itself to become a better fit in the energy sector, which is disrupted by decarbonization, decentralization, democratization, and digitalization.”

BREAKING NEW DIGITAL GROUNDS,

ENABLING SMART ENERGY SOLUTIONS

DXL Digital Transformation Leader

Tata Power Company Limited

Tata Power Company Limited has undertaken a massive and holistic digital transformation. This includes making the grid intelligent with smart meters, sensors, IoT-based solutions, and data analytics; giving customers, both business and homes, data- and visualizationbased services, tech-enabled interfaces, multiple digital payment options, and locational services; and unleashing a new energy as a service (EaaS) business model. Similarly, it is deploying latest tools for managing the operational aspects. On the people side, a holistic HR transformation has made the people processes more converged and the learning environment scalable and personalized. In order to support these initiatives, IT infrastructure and operations have been appropriately modernized.

Digital for Operations “a) Deployment of Unmanned Aerial Vehicles with customized payloads for industrial applications like, Switchyard Thermography, Hydro Penstock and DAM Inspection, Solar Plant Thermography, Structures and Chimney Inspections. b) Deployment of Remotely Operated Vehicle (ROV) for underwater inspections and leakage identification. c) Deployment of robotics for large vertical generator air gap and tunnel inspection. d) Deployment of IoT based solution for home energy monitoring and remote site monitoring.”

“We continue to strengthen our investments towards SMART grid technologies such as SMART meters, sensors and IOT based technological solutions to ensure an intelligent and efficient network (The Power of SMART).”

Digital for HR “‘- Implementation of chatbot for quick online assistance to employees. - Introduction of employee health management portal for employee wellbeing. - Implementation of ‘Knowledge Management’ and ‘Achievers’ portals to enhance employee engagement. -Implementation of employee facing applications like ‘Manager Connect’, ‘COVID-19 Declaration Form’ to connect employees and managers during times of pandemic. -Implementation of the onboarding portal for enhancing new joiners’ experience and enhance brand image. Enhancing HR department productivity by automating the entire joining process.”

Digital for Customers “Enhancing experience of over 30,000 customers through various digital assets such as: 1. Solar calculator to save energy cost 2. Chatbot on websites and mobile 3. Applications 4. 3D visualisation and sizing too 5. Launched mobile application for monitoring and ease of payment options 6. Launched our software platform and mobile application to help customers locate EV charging stations, charge EVs and pay bills online.”

Modernized IT Infrastructure and Operations “‘- SAP implementation for TPCODL to enhance business processes in terms of productivity, better inventory management, effective human resource management, etc. - Complete life cycle management of coal supply chain process from coal sourcing, coal handling, inventory, quality and final consumption by deployment of different new-age IT analytical applications in thermal generation plants.” “‘- Introduction of hybrid infrastructure for smart meter and unified Personal Identifier (PI)with new Human Computer Interaction (HCI) technology and IPV6 Network protocol to improve agility, reliability and security of the infrastructure”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Coeus Age Analysis

Promoting Digital Usage “Our interventions via a dedicated Energy Service Company (ESCO) business encourage large commercial and industrial clients to embrace digitalisation and monitor energy savings. The ESCO vertical aims to substantially reduce carbon footprint and lower the energy consumption through its integrated Energy as a Service (EaaS) offerings supported with digital technologies”

SMART for Efficiency and Effectiveness “‘-Increasing payment avenues for augmenting digital payments, improving collection efficiency and liquidating backlogs - SMART metering: Tie-ups with manufacturers and backward integration”

RETAIL

Mr Kumar Mangalam Birla, Chairman, Aditya Birla Fashion and Retail Limited

“Your Company also accelerated the digitization of its internal processes across design, merchandising and marketing. It had initiated a new operating model in its design, supply chain and go-to-market strategies to design and offer products 12 times a year, instead of the industry norm of 2 times through a proprietary digital platform. This has made the business more agile and flexible, which has been a source of strength in the current uncertain market conditions.” (Source – Excerpt from the Letter to Shareholders in 2020-21 Annual Report).

Mr Deepak Singla, Country Director, BMC Software, India and SAARC

“The ABFRL case study is a great example of how an enterprise and its entire ecosystem can be seamlessly connected by automation for it to move towards being a true Autonomous Digital Enterprise. The definition of enterprise in this case is much broader than the specific company alone and subsumes the larger ecosystem of customers, partners and other intermediaries that ABFRL serves.”

Dr Kapil Dev Singh, CEO, Coeus Age

“Retail strategy is clearly moving from physical outlets to a unified-platform approach driven by the convergence of physical and digital. This is going to usher in for Aditya Birla Fashion and Retail Limited (ABFRL) a new business model that thrives on agility, efficiency, and experience.”

MARRYING PHYSICAL WITH DIGITAL,

INNOVATING FOR AGILITY AND FLEXIBILITY

DXL Digital Transformation Leader

Aditya Birla Fashion and Retail Limited

The narrative of ABFRL clearly highlights the need to unify frontend and backend for a seamless experience for the customer. This is further powered by the convergence of physical and digital, necessitated by the pandemic, for an omnichannel strategy and hyper-personalization capability to take shape. Specific domain applications like SFA, DMP, and emerging technologies like AI and ML are being enmeshed together for smart automation to drive business.

Hyper Personalization Using Machine Learning “The Company has set up the Machine Learning capability to analyse customer behaviour data and come up with personalized recommendations at a customer-segment-ofone, which can be used to run effective personalized campaigns.

Omni Channel Approach “This has been developed on a common technology platform that is robust, flexible and integrated with Your Company’s offline enterprise technology in warehouses and stores, enabling seamless Omni-channel capabilities. Your Company has launched brands on multiple marketplace platforms and also built in inventory across all warehouses and majority of stores, to be available on web sites and marketplaces, providing customers a large assortment and depth of merchandise.”

Streamlined Backend “While the focus is clearly on digital, your Company has taken several initiatives in streamlining backend operations as well, mainly by leveraging advanced analytics algorithms. Last year, your Company rolled out a platform across all our businesses, for automatically replenishing inventory from warehouses to stores by tracking rate-of-sale and inventory on a daily basis, across the entire store network.”

Hyper Local as a Strong Imperative “We see the digitally enabled hyper-local model as the next wave of innovation in fashion retail, which Your Company is well-placed to capitalize on, leveraging its strong brands, loyal customer base and a wide physical distribution network.”

Conserving Energy “As the result of these initiatives taken, your Company has saved close to 0.15 Lakh units of energy during the year which resulted in a reduction of ~ 13 tCO2 (tons of Carbon Dioxide) emissions. The organization is exploring the REMS (Remote Energy Management Systems), an IOT based energy management technology, to further cut down the energy use at the retail stores”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Coeus Age Analysis

360 Degree DX “On the front end, this is focused around driving e-commerce, customer experience and customer engagement.” “On the back end, your Company has recently rolled out new initiates including Distributor Management Platform, Salesforce automation mobile App and retailer mobile App for forging closer operating partnerships with our distributors and retailers, leveraging digital.”

RETAIL

Mr Venu Nair, MD & CEO, Chairman, Shoppers Stop Limited

“We use digital in every aspect of our business, including financial planning, real estate management, business planning and forecasting. During the year we connected all our stores to our online portal, thus offering the entire inventory to our customers and enabling them to shop from the convenience of their homes.” (Source – Excerpt from the Message from the MD & CEO in 2020-21 Annual Report).

Mr Sakaar Anand, India Head and Head of HR, BMC Software

“It is imperative for large and organized retail enterprises to undergo a massive transformation in order to survive in the current times. The direction of transformation at Shoppers Stop is worth emulating. It will thrive on automation and broad and deep use of data and analytics.”

Dr Kapil Dev Singh, CEO, Coeus Age

“It is truly phenomenal to see a real phygital model, i.e., a clean mesh of digital and physical being implemented at Shoppers Stop. The key aim here is to provide customers a shopping experience digitally that a physical store would provide them in normal times.”

REIMAGINING CUSTOMER EXPERIENCE,

PUTTING AN OMNICHANNEL STRATEGY TO WORK

DXL Digital Transformation Leader

Coeus Age Analysis The pandemic was quite a challenging time for physical organized retail enterprise as footfalls became zero and inventory got stuck. Shoppers Stop successfully adjusted to the new paradigm by converging online and physical and giving customers a choice to shop from the comfort of their homes, with an experience similar to that of a physical outlet. In fact, the omnichannel rollout extended the in-stores automation to a seamlessly integrated supply chain that allows customers to purchase online and ensures home deliveries. A slew of other digital tools like White Glove service, Endless Aisle, AI/AR for an immersive trial experience, and data analytics add to the digital enablement.

Personal Shoppers’ Digital Initiatives “• White Glove service •

Endless Aisle – A digital tab that customers can use to browse through options in the store

•

Yellow Messenger service – A chat-enabled, real-time online interaction

•

Appointment services

•

Exclusive in-house app”

Cloud Based LMS “As we adopt digital tools and new ways of working, we worked towards imparting our employees with the right skills. To support this objective, we provide access to learning opportunities available anywhere and anytime via our innovative Learning Planet programme, which is a cloud‑based Learning Management System implemented this year.”

Omni Channel Strategy “The path to purchase is not linear, which is birthing digital innovation in the retail industry as retailers use creative ways to guide consumers. Customers use our app in stores for seamless shopping, access to services and discovery of merchandise, making it a truly omni-channel experience.” “Combining the digital commerce channels with our physical stores gives our customers a seamless omnichannel experience.”

AI/ AR as Disruptors “Besides the traditional focus on providing a seamless and effective customer experience and delivery, supported by smart omni-channel strategies, a huge gamechanger in the segment is the adaption of disruptive Augmented Reality (AR) and Artificial Intelligence (AI) solutions.”

Supply Chain Automation “Architecting a faster, more flexible and responsive omni-channel supply chain, we are a 100% GS1-compliant Company. This enables system-led traceability of our products at all points along the value chain. We maintain a cost-effective warehouse management system for transparent management of our omni-channel supply chain. All the processes in the distribution centre are automated and centrally monitored.”

Power of Data Analytics “Leveraging the power of data analytics: We have been on the path of becoming a more data-driven organisation through analytics and insights. We are leveraging data analytics to improve in terms of demand forecasting, merchandise financial planning, allocation, replacement and assortment planning, among others.”

Source – Sample Excerpts from Annual Reports and Other Online Sources

Shoppers Stop Limited

LIMITATIONS 66

Like any research study, this one too suffers from few limitations. The key ones include the following.

The study covers large and listed enterprises. The unlisted enterprises and SMEs are not covered. The list of companies identified as DXLs must be seen from this lens of inclusion and exclusion.

The output is the analyst’s view of the reality constructed by mapping the information onto the two Core Dimensions and DX Matrix defined at Coeus Age. A uniform application of the DX Matrix is attempted by standardizing the two Core Dimensions. Moreover, consistencies and inconsistencies across the narrative are identified before making an opinion.

The quality of output depends on the quality of narrative that is contained in the annual reports. In order to create a fair comparison, narratives of six years have been taken into account. Moreover, the published narrative is a standard item in annual reports nowadays and is considered a good reflection of the reality on the ground.

The qualitative data chunks presented in the report are only samples from the complete narrative and are used primarily for an indicative purpose.

DXL Digital Transformation Leader

Coeus Age An Introduction

We are a fast growing research and consulting organization that is continuously developing actionable insights for the business and government leaders build value amid digital disruption. Coeus Age has completed 10 years in 2021, a decade marked by collaboration, hard work, and innovation. www.coeusage.com | www.maximumgovernance.com | www.leaddding.com

The Research Team Dr. Kapil Dev Singh is the Founder & CEO, Coeus Age. He has more than two decades of rich experience and has headed IDC in India for close to eight years as the Country Manager. He has been tracking the ICT industry for 26 years now. Dr. Singh is currently spearheading path breaking research on digital enterprise and new technologies. He is passionate about driving a new discourse among the contemporary business leaders on managing business in the digital age. Dr. Singh is an engineer, and an MBA. He is also a doctorate from Management Development Institute, Gurgaon, India. He regularly writes blogs and articles, which are read by business leaders across the globe. Dr. Kapil Dev Singh has authored several books, including – Looking Inward, CIO Leading Change, The Platform Edge, LEADDDING, 41 Gems of Digital India, THRIVING IN A DATA ECONOMY, 51 Gems of Digital India, and The Growth Planner.

Neet Parekh

Shyam Sampat

Alisha Jain

Prasanna Kulkarni

Marina Raju

Samson Philipose

Vaishnavi Devi S

Aayushi Ahlawat

Isha Sharda

Parag Soni

Amulya Jain

www.coeusage.com | www.maximumgovernance.com | www.leaddding.com

INS

IG H T F U L Y E

1639B, UG, Sector 46, Gurgaon 122003, Haryana, India Contact: +91 9811771187, +91 124 6429900 | email: kds@coeusage.com www.coeusage.com | www.maximumgovernance.com | www.leaddding.com