Separating signal from the noise

If the ‘Best-Fit’ people are part of your team, then magic is just round the corner!

It was a mild chilly Delhi afternoon and I was seated alongside the MD and CEO of a reasonably large sized Design and Manufacturing company focused on Chemical Industry plants. A family owned business, now being run by the third generation with a mandate to ‘professionalize’ the firm, I had been consulting them for a while and most of the key staff knew me well. They had a niche in the market place with limited competition and their key was in the design skills of making very efficient tailor-made equipment for this sector. In some ways, the knowledge and experience resided in the “heads of their engineers”.

We had just started sipping some warm tea when PK – the General Manager of Engineering – walked in with some fret and nervousness written on his forehead! I tried to calm him down, ordered for some tea and encouraged him to share his anxieties. He pulled out a piece of paper from his pocket and passed it on to his CEO – “This is the 5th resignation in as many months! I just can’t understand what is happening?” Some nudging revealed that those who had left were from different cadres and backgrounds and not all reporting into the same line manager (just to make sure the popular adage that “people leave their managers and not their company” – had not kicked in this case-as yet!).

When you don’t see a common pattern in the people churn, it is very difficult to separate the signal from the noise! Managers often get mislead by common hearsay or/and perception– we are not up to the mark in salaries, managers are insensitive to workers’ needs, top management is invisible, work is not interesting…and so on. However, while addressing this problem one needs to peal the onion layer by layer. No one solution can fix all problems in one go. One has to prioritize – implying that who are the ones that the company needs to desperately retain (and indeed they are deserving in their own right) and who are the ones, one can afford not to regret too much if they were to be let gone.

Finding and retaining top talent has always been a challenge ever since industrialization came into being. It is only that the nature was different then – there (particularly in manufacturing) was union activism, salaries mattered, and overall wellbeing of workers in factories (like health and safety as well as social security like Provident Fund and ESIC) was a determining factor. I am a product of that era – where many new entrants would ask the potential employer if they had a PF contribution available as part of salary ‘package’.

Cut to a few decades later (post liberalization) when new age tech and knowledge driven ventures came into being – these included IT, Pharma and Biotech, Management Consulting, Banking and Financial services, Retail and the likes – where the talent acquisition revolved around attracting the best from top engineering and B Schools. The demands from these aspirants were different – salary asks were (and are increasingly) almost incomparable with other traditional industries, ‘perks’ and stock options matter, designations and job titles seem to make or break societal perceptions (especially if you are a potential groom or bride!). PF and ESIC do not matter as significantly (“who will trust the government with your money until you turn 58 years?!”  – a common response of a new employee).

Today’s generational priorities are different – ‘settle’ down quickly – get a good car, buy a house with 20 years EMI, get married to a partner of choice (and willing to share household chores with career), build capital and cash at neck breaking speed so that one can afford to retire quickly and plan long vacations when one is fit and able to enjoy and pursue what they like to do instead of being forced to do! All legitimate asks from their perspective – surely, having seen their parents and grandparents struggle to earn, save and in many cases, forced to have a second career or an extended work life beyond retirement, they don’t want to see themselves repeating the same (mistakes??!!). By the way, when I mention of generation gaps, earlier 25 years was a generation gap. Now, one engineering batch is a generation gap! The incoming batches’ aspirations are different than the ones’ of the outgoing batch!

As aspirations in the potential talent market changes, so do the challenges of the hiring firms and their leadership and HR. In recent years, this has come to haunt a number of ‘Tech Startups’ – where one may be able to attract some select bright individuals initially based on the ‘kick’ they get out of being associated with a technologically challenging product – but very soon the romance crashes! For a number of reasons – too many tech challenges to overcome, product roll-out delay, go- to -market strategy not in place/delayed, funding challenges, boot-strapped money running out, founder team differences, blurry vision….and the list can be unending!

But in general, some very oft revealed reasons include:

  • Expectations versus actual work assigned at the work place not matching – very commonly observed in cases of fresh graduates and staff with 1-2 years’ experience
  • Several surveys by professional HR consulting companies and Institutions/Councils has found that although people join companies for rational reasons (better compensation, benefits, and career opportunities) they stay with the company for emotional ones. Sense of connection with the firm’s mission being prominent among them
  • Often what employees want for their career is not what the company wants for them!
  • Less than 25% departing employees express their dissatisfaction to the manager – and it is under the radar and often too late to intervene!
  • Immediate manager not competent enough at coaching and feedback
  • Career opportunities limited/not valued/not listened to/not paid well
  • Work-life balance has gone for a toss
  • Lack of trust or confidence in the senior leadership

From my experience of Management Consulting and Mentorship to senior professional managers/leaders and startup founders, I have tried to put together a list of things that organizations can attempt (especially the young ones which are in the process of setting up/scaling) with the hope that they will attempt to implement some of these and discover what needs to be tweaked for their specific needs.

  • First and foremost, Founders and top leadership must recognize that in today’s world it is talent / people who “make or break” organizations. People cannot be treated as “Plant and Machinery” that you can replace overnight and it will start producing results!
  • Look for the ‘Best-fit’ talent rather than ‘the brightest and best’ people. Like I often tell my colleagues, 11 Sachin Tendulkars in the team is sure recipe for failure! You need fair balance of various talent and competencies. And they must ‘fit’ into your organization’s Vision, Mission, and Culture
  • Make sure that the organization’s mission is crystal clear and widely understood
  • In ventures where creativity, innovation, and intellectual property/capital equal competitive advantage, the most effective leaders devote at least 40% to people coaching and mentoring the next layer of leadership and retaining top talent
  • Be clear of what talent you are looking for and retaining – one, is to get that clarity and next, is to be able to write out a very thorough Job Description (and it better be initially drafted by the hiring manager and not HR)
  • Emphasize on ‘skill based’ rather than just experienced based – this includes Mind set, Tool set and Skill set relevant for your organization. In tech startups, a problem solving mindset with entrepreneurial sensitivity is very valuable
  • Never hesitate to hire somebody better than yourself – don’t perceive them to be a threat to your position – they only help in making you a better leader!
  • It is advisable to put in place a robust and clear HR policies in place ASAP and in a manner that staff understands and is not ambiguously left to them to interpret
  • Craft an appropriate compensation plan. Not everybody works only for money. In young startups, it is good to be sensitive about what drives top talent to perform and deliver their best. Consider incentivizing them in a tailor-made fashion – it may seem difficult, but not impossible – worth experimenting
  • HR must build a roster of ‘top / valuable talent’. While HR is the custodian of talent, retention is largely the onus of the concerned line manager
  • Make senior managers and team leaders are accountable for attracting and retaining key talent. It must be part of their KPIs. And it must start from the top!
  • There needs to be great clarity of what ‘success’ means to the organization and how they will go about achieving it
  • Performance Management Systems must focus on both; business results and people management goals
  • Establish ‘early warning’ systems. This could include ‘listening tours’ in order to get the pulse of the people. Founders/top leadership must consider having shared lunches with different cohorts of colleagues
  • Have regular ‘open discussions’ with key employees – frequent 4 pm tea-chats. They must feel free to share about what bugs them. Such face-to-face meetings help pick up facial expression and body language
  • Consider having an ‘open door’ policy – a ‘grandfather’ approach where the junior most staff feels safe and free to share her concerns with the founders/top leadership. This would mean having a lean structure without many layers of bureaucracy. Also, there should be perceived notion that employee feedback is taken seriously
  • Make ‘Exit Interviews’ more purposeful and insightful – rather than treating it as a ‘process’ to be completed
  • Don’t panic and give knee jerk reactions like an instant promotion or/and out of turn monetary raise. These are dangerous precedence and will surely come to haunt the company in the future!
  • Constantly revisit ‘what is in it’ for employees’ vis-à-vis competition. Engage people intellectually, emotionally, and even through the physical environment and infrastructural settings at the work place
  • Leadership must stay connected with the staff and seek inputs and feedback
  • It is a good idea to consider ‘culture audits’ to measure employees’ connection and company’s work environment. Some insights may reveal differing views of old versus new employees as well as elder versus younger employees!

At trying times – like now – when there may be a wild hunt for talent and challenge to retain the existing ones, top leadership, team leads and HR in sectors like IT and related technology space are bound to face immense heat and stress. Important not to panic and take careful decisions; especially those which are difficult to retract and leave a precedence trail. It may also be a good time for companies to weed out the ordinary or below average performers from the star ones and look for more ‘best fit’ replacements. A season of talent churn may seem to be all noise and it is the smart leaders who will be put to test – while separating the signals from the noise! 

Thyagrajan K
Founding Team Member and Board Director – International Centre for Entrepreneurship and Technology (iCreate)

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Ethical Dilemma: “Right versus Right”​

While “right versus wrong” are easy decisions to take, it is the “right versus right” that are always a challenge for any leadership.

Some three decades ago when I was teaching a course as a visiting faculty for a part-time Management program, one close to midnight phone call woke all of us at home (given that there were no mobiles then, and landlines could not be put on silent mode!). When I answered the call, I was rather surprised about the caller and his pleading request. He was one of my students and had just seen the corrected final examination paper that evening and found that he was short by one mark to achieve an overall pass for the program – because he scored very low in two other subjects other than what I taught. His feverous appeal was that I consider adding just one more mark after reviewing the paper and that will enable him scrape through – else he may have to repeat a whole year! I asked why he had not approached the other teachers – he said he did, but they bluntly refused to oblige!

I found myself in an awkward dilemma – a spontaneous response would not have been fair – so I bought time for one day and said let me first consult the examination section and see if anything like this is possible and done in the past. Obviously, I was conscious of the fact that I must not land put setting a wrong precedence. When I checked – I got vague responses – all of them leading to saying that it was ultimately up to me as to what I choose to do!

I pondered – if I stuck to my original marks (like my other colleagues did for their respective subjects) then this person would have to repeat a year. I was not sure if he was company sponsored or spent his own savings and if this event will hamper his promotion?! If I just took a more magnanimous stand then this individual would thank me for life (I would of course lecture him as to why he needs to considerably improve at his workplace if needs to grow in his career, etc. and such lax attitude will not take him too far).

Eventually, I did review the paper and graciously gave that one saving grace mark and of course a much longer and stronger lecture than what I had originally planned! Thankfully, some years later when he met me, I was pleased to learn that he was with the same firm, earned a managerial position for himself, and doing decently well. Some ‘unburdening’ of guilt, I thought!

This was a classical “right versus right” decision. It would have been completely “right” for me to not budge at all, and stick to the marks that I had originally given. Also strangely, it would have been equally “right” on my part if I took a broader view of the context and impact on the future of the individual and if it was helping the larger cause – which is what I had eventually chosen to do.

In every sphere of our personal and professional lives we are often faced with the ethical dilemma of taking decisions where there is a “right versus right” situation. With top leaderships in business, politics, academia, and start-up founders – almost everywhere – this is indeed a tough one to handle. Making choices for people who work for you, your customers, suppliers, angels and VCs, and indeed all stakeholders is very hard on the Leadership. Therefore, often times despite all the competencies that a leader may possess, s/he finds herself/himself very lonely at the top.

At another point in time as a part-time academician, I was intimately involved in a debate on whether we ought to be formally teaching “Business Ethics” to aspiring entrepreneurs. Several of my colleagues felt very strongly that it is a difficult subject to do justice – because in the eyes of the participants, the teacher/facilitator ought to perceived highly ethical herself/himself! Others suggested that while we could expose them with the principles, it may be hard to put into practice in the real world. One entrepreneur commented “in this country just like oxygen, we breathe corruption!……businessmen just don’t have a choice but to just deal with such situations and move on…..”

I thought hard and chose to go ahead – with the hope that we will have some examples to cite from both; old and new generation companies where the leadership has often demonstrated making the hard choices in “right versus right” situations. Although not many, but we actually found some cases/narratives and anecdotal evidences.

I felt that even if it not possible every time, if the intent of the top leadership is pursued sincerely and by setting the right examples at the right time, it is likely to yield results. Also, one must remember that not all individuals in position of power are corrupt (and there may be equal or more corruption in private sector than as perceived in the Government!– which is unnoticed and rarely talked about).

Once you are perceived to be a no-nonsense and clean individual willing to make sacrifices but not fall prey to the wrong, then people are generally smart enough to recognize that they better not fiddle around with you. If you happen to be the Founder or part of the top leadership team, then that perception is equated with your organization too.

This aspect is very relevant to young start-ups who are in the process of defining their enterprise values and culture. If they choose to take decisions in the overall good of the organization and the various stakeholders, then the “right versus right” decisions are less difficult to make. But it has to be engrained in every member of staff of the venture – it is not only the onus of the Leadership – although the Leadership must demonstrate and lead by exemplary examples. And it better be done sooner rather than later!

K. Thyagrajan

Founding Team Member and Board Director – iCreate

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Over the years, iCreate has evolved as a “bridge” between “Startup Nation” Israel and India’s entrepreneurial ecosystem. Seeking to leverage innovative, technology-based solutions for the enduring challenges faced by India and the world, iCreate and the Israeli Innovation Authority are working together to support Israeli and Indian startups, entrepreneurs and companies in co-developing new technologies and developing mutually beneficial business ties. Together the parties also plan to assist Israeli innovators in adapting their technologies as per the requirements of the Indian market and partnering with Indian organizations to jointly exploit the resulting commercial opportunities.


In September 2017, India and Israel joined forces in order to address some of the world’s most pressing social challenges. Startup India and the Israel Innovation Authority invited entrepreneurs, startups, research teams, and people with responsive ideas, to submit their solutions to challenges in the areas of agriculture, water and digital health.  This was the start of the Israel-India Innovation Bridge which is a tech platform to facilitate bilateral co-operation between Indian and Israeli Startups, tech hubs, corporations and other key innovation ecosystem players.

The Hon’ble Prime Ministers of India and Israel launched the India – Israel Innovation Bridge on 6th July 2017 at Dan Hotel, Tel Aviv, Israel. At the end of 2017, the Platform hosted a bilateral innovation challenge calling on Israeli and Indian Startups to combine forces to develop solutions for critical challenges in agriculture, water and digital health.

Within each of these areas, two problems statements have been identified.  Winners were announced in December and presented to the PMS of both India and Israel on 17 Feb.

The first agriculture challenge aimed to attract solutions to solve the problem of post-harvest losses. The winner was Amvicube who provide intelligent IT solutions for the proper determination of the quality of rice without dehusking it. Paddy Analyser, a product they developed, helps farmers segregate the rice produce with maximum precision.

The runners up in this category were Yuktix and Amber Solutions both of whom provide alternative solutions for warehouse monitoring in order to maximise storage time of harvested produce.

On the Israeli side the challenge was won by Amaizz, an agritech company developing and providing post-harvest solutions for reducing food losses due to inefficient drying, storage, and refrigeration.

Runners up were BotanoCap who make environmentally friendly agricultural products and Biofeed who have developed a pioneering control technology that, without harming human health and the environment, enables users to continuously control pests

The second agriculture question challenged start ups to improve farmers’ income.  The winning innovation by RF Wave Technologies is a soil moisture scanner that enables effective irrigation scheduling. The technology helps maintain the prescribed water height for the plants at each growth stage and the required soil moisture.

The runners up Jagadeesh Henjarappa and Vignesh Ravichandran developed solutions to increase the efficiency of photosynthesis and scan plants to determine what course of action is required respectively.

The Israeli winner is Saillog, offering an artificial intelligence-based solution that enables farmers to identify and treat plant diseases and pests.

SupPlant who provide real-time data from all crop sensors in one, easy-to- use application and Seed Tech Temed who developed and patented a novel technology for enhancing seed germination and growth are the runners up.

The water challenges required start ups to innovate the in areas of point-of-use clean drinking water and treatment of large scale waste water.

In the drinking water category Pure Paani are an NGO who deliver portable, hand-operated filtration devices that can be used repeatedly by a traveling service provider or a ‘microentrepreneur’. By providing single-serving filtration, they will cater to low-income families that do not have access to clean drinking water.

Runners up are wOceo Water who provide drinking water solutions at 1Rs per litre in monitored household filtration machines and Karthikumar who is developing a paper which can detect the amount of contamination in drinking water.

The Israeli winning company was SunDwater who have developed a standalone distillation unit that requires no infrastructure or external energy source, and is capable of converting unsafe water or saltwater into potable water for consumption or irrigation.

Runner up Lishtot developed a water quality monitoring machine and Aquallence whose water purification systems utilize low energy and ozone technology.

The wastewater solution was innovated by Innotech Technologies Ltd who have developed a unique treatment process for waste water using bio-electrochemical systems and recovery of value-added products.

Runners up in this category were Vanita Prasad with a process of making Anaerobic Granulated Sludge and Rinaldo John who aims to provide a constructed subsurface flow wetland system, using Heliconia angusta to treat greywater.

Maagan was the winning Israeli entry to this challenge.  Maagan is a global leader in the manufacture of innovative filters whose ground breaking double fibre filters present a new approach to fine fibre filtration.

AMS Technologies who develop and market chemical- and temperature-resistant ultrafiltration and nanofiltration membranes and Aqua HD whose closed system captures and removes suspended solids from flowing liquid in a continuous, hydraulic manner were the runners up.

In the medical category, the first challenge asked start ups to find new solutions for real-time health monitoring, home care, remote care, periodic counselling and advice on health management for Non-Communicable Diseases.

The Indian winner was iLove9Months, a start up who have developed an app that is a one-stop for pregnant women and helps them take the right choices during those 9 months.

The runners up were Innov4sight Health and Biomedical Systems and Zeolr Technologies.  Innov4sight have created an integrated digital health platform for fertility care.  Zeolr have developed a platform which helps manage asthma and COPD management.

The second challenge was to find innovative, inclusive, low cost diagnostics and predictive solutions in rural areas.  iCreate incubate Bioscan won this category with their innovation of a non-invasive, fully computerized, and battery-operated tool for instantaneous detection of intracranial bleeding onsite.

Runners up in the category are Mercuri Technologies who have developed novel technology for quantification differentiation of DNA and Ujjwaal Bhardwaj who has a patient monitoring app whose Tuberculosis Monitoring and Encouragement Adherence Drive is aimed at patients who stop their medication midway due to various reasons.

The co creation seminar for all of the winners began on Monday and Tuesday with a programme in Delhi led by Invest India.  After being felicitated by PM Modi and PM Netanyahu on Wednesday the winning participants for the agriculture and water challenges continued their cocreation at iCreate with field visits, panels and joint cooperation whereby some agreements were reached between Indian and Israeli companies to cooperate in the future.


iCreate will be incubating the winners of the agriculture and water challenges at their business incubator and will be participating in the return trip to Israel in 6 months’ time where the results of the cooperation between the 2 nations and the start ups will begin to show fruition.

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Value, like beauty, lies in the eye of the beholder!

Why it is important to always keep listening to the ‘voice of the customer’


 Each time a young aspiring technology entrepreneur walks up to me and says “I have a brilliant idea that can change the world”, I start getting worried! Even a brief probe then, invariably reveals that the young aspirant wants to pursue this idea because s/he faced a certain problem and could not find a ready solution and now thinks that the solution (idea – yet to even arrive at a ‘proof-of-concept’ – PoC stage) is not only going to solve this problem but in fact, the whole world is dying for this incredible value position to arrive!

This is symptomatic of most technologists who get a ‘kick’ out of solving a technical problem and presume that there is a ready market waiting for their solution. The truth, unfortunately, is far from it! Starting out to solve a problem without listening to the ‘voice of the (potential) customer’ is a guaranteed recipe for failure. This, is in no way to undermine the brilliance and technical capabilities that the individual and the team may have in indeed building a very good product or service. However, most young entrepreneurs (especially those who start off without any work experience or exposure to the real world of business) come to discover the harsh truth after having staked considerable time, effort, and money – more importantly career opportunities – in the hope that they will become a unicorn very soon, the media will write exciting stories about them and they would have ‘arrived’ in the name and fame world.

Getting under the skin of the customer is the most crucial piece in any entrepreneurial venture -irrespective of whether it is a technology based one or not. The more the entrepreneur understands and lives through the ‘pain-point’ of the customer, the more s/he is likely to craft an appropriate value proposition for the customer. And mind you, the ‘customer’ here implies not just somebody who sees/experiences/uses the value of the solution but has both; the ability, as well as the willingness to pay for it.

Working with customers in the earlier phase of ideation and iterating to fulfilling what might be the bear minimum customer expectation, is the starting point. No product ever arrives at the ‘final version’ in one go. It is often a long, painstaking journey with multiple iterations and tweaks even before one can ‘pilot’ it on an alpha (early adapter) or a beta customer.

With ‘products’ more particularly (as opposed to services), there is an emerging concept of co-creating  – which means constantly engaging with the actual user all the time before one arrives at a reasonably acceptable PoC and probably have a few samples or mock-ups that can be ruggedly tried and tested under various user conditions. Productionising it and going-to-market is a completely different next big challenge and very complex as opposed to coming from idea-to-PoC.

My motivation to write this piece is that I increasingly find a number of bright young girls and boys wanting to ride the tech entrepreneur band wagon in haste and unrealistic hope. While it is certainly good to dream and aspire to become a successful entrepreneur someday, and make a difference to the world around us, one must tread the path with care and caution. Not every bright engineer or scientist is cut out to be an entrepreneur and neither does the ability to solve or crack a complex technical problem automatically guarantee that you turn out to be a successful entrepreneur. There is a lot more to entrepreneurship than merely being able to master technology. One must be careful not get romanticized with the idea of entrepreneurship simply because every morning newspaper carries a success story of a startup having raised millions of VC dollars or having won an award.

For now, I wish to stay with just this one message – start with the customer, and not with the technology that you think you are great at – your chances of success then, are likely to be so much better.

Written by Thyagrajan k

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The Entrepreneur in Each Child

Every child has the potential to be an entrepreneur. And, entrepreneurial skills are basically nothing bur life skills.

Contrary to popular thinking, entrepreneurial skills are not necessarily innate, but that they can be taught. The current educational system neither imparts life skills nor does it foster creativity. In fact, children are taught to focus on tasks in a set manner adhering to stipulated guidelines. Such kind of definite solution related learning does nothing but hamper enhancing life skills like independent thinking and creativity.

Young ones are blessed with the ability to dream and moreover believe in their dreams. Such strong is their belief that it enables them to push forward relentlessly, sometimes with a little motivation, to achieve their dreams. They have a solid confidence in their own abilities and a belief that anything is possible.

Exposing children to entrepreneurship enables them to develop skills like creative thinking, accountability, responsibility, networking, respecting money, fearlessness and problem-solving abilities to name a few.

When these traits are actively encouraged, it leads young children to develop their innate skills. This, in turn, helps them realize their personal potential and give them the grounding for a fulfilling career in later life. These life skills are a very important facet of an individual’s character whether they choose to become employers or employees.

The World over there are many successful kid entrepreneurs. And, parents played a very important part in their becoming successful.

Enroll your child’s name for program named “Entrepreneurial Peekabo launched by International Centre for Entrepreneurship and Technology  for more details, drop an email on

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iCreate at U.S.- India Business Council

The U.S.- India Business Council (USIBC) had its West Coast Summit in San Francisco on 8th May, 2017 which had American and Indian entrepreneurs and businesses taking part in it. The Summit was intended to provide an opportunity to discuss current and pertinent issues in the US-India technology partnership such as IoT, smart city planning, India’s move towards a cashless economy and the future of the US-India technological relationship and had focused on fostering initiatives for a better India.


The summit in Silicon Valley was attended by approximately 200 senior-level business leaders and investors including those from amazon, PayPal, Deloitte, facebook, iCreate, Nuveen, mastercard, Mobility Infrastructure Group, Varian Medical and Visa Inc

It also witnessed the presence of Leaders from government of India (Andhra Pradesh) Chief Minister Shri. Chandrababu Naidu, Ministry of Food Processing Industries, Minister Harsimrat Kaur Badal, and Ministry of Electronics and IT, Secretary Aruna Sundararjan who understand the urgency to bring about digital transformation of India. Shri. Naidu was awarded the ‘Transformative Chief Minister Award’, in recognition of his achievement in championing US- India ties in the areas of trade, politics and culture.

With a prestigious line up of speakers including government, prominent businessmen and entrepreneurial ecosystem innovators, the summit was a great success. International Centre for Entrepreneurship and Technology (iCreate) was proud to be the knowledge partner for the summit and was represented by CEO Anupam Jalote who spoke about the importance of continuing technological innovation and the potential for Indian and American entrepreneurs to collaborate.  Mr. Jalote said: “A new wave of “deliberate entrepreneurs” are leaving corporate careers, evaluating opportunities and starting up”.  He added that the next wave of non-IT innovators will “shatter price barriers and bring solutions to the reach of millions who could not dream of them before”.

iCreate and USIBC will now embark on a journey of collaboration which brings together the best of both the worlds:  USIBC members offer access to cutting-edge technology along with capital and iCreate brings the exciting entrepreneurial spirit of Gujarat.  The innovation centre will enable start-ups and entrepreneurs to build smart cities and IoT-based solutions to meet the Indian market requirements.

This journey started in December 2016 when CISCO began its partnership with iCreate building a state of art IoT Innovation hub to develop and customize solutions for digital technologies at iCreate’s Ahmedabad campus.  Mr. John Chambers, USIBC Chairman and Cisco Executive Chairman said: “An institution like iCreate taps into the entrepreneurial spirit of Gujarat, providing the younger generation with opportunities for employment and financial prosperity. Following Cisco’s partnership with iCreate, I am pleased to be part of the innovation and entrepreneurship dialogue between USIBC and iCreate”.


With a unique, world class and brand-new facility in the heart of Gujarat, the heartland of Indian entrepreneurs, iCreate is perfectly positioned to be the ecosystem leader and spearheads the efforts to integrate American and Indian technologies to burst price points and produce en-masse the products required to bring socio-economic and environmental change to India.


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