Dinanath kholkar biography samples

As we endlessly debate the future of the global IT service delivery in the wake of advances in automation, digital disruption and the ability to maintain double digit progress rates, one area that has steadfastly kept to respectable expansion and improved delivery confidence is our beloved business process outsourcing services.

In fact, we are about to reveal to all of you that the growth in Indian-heritage BPO has been consistently out-performing IT services over the last year.

Having graduated as an electrical engineer from VJTI, in Mumbai, I joined Tata Consultancy Services as a database technology specialist over 30 years ago. During this time, I have worked on numerous client engagements across India, France, and the US as a systems engineer and IT analyst.

Why?  Because BPO is several years behind IT in terms of widespread adoption, but is now coming to the forefront as processes can be better-enabled by cloud platforms and maturing global delivery models.

In this vein, I thought it timely to interview Dina Kholkar, TCS&#; global top of BPS, who has helped steer his division to $ billion at a 6% growth clip&#; making BPS now represent 12% of the total TCS business&#;

Phil Fersht, CEO and Chief Analyst, HfS: Good evening, Dina.

It&#;s great to have you on HfS for the first time. You&#;ve been one of the best kept secrets behind the exciting expansion in the Business Process Services (BPO) team at TCS. Maybe you can share a petite bit about yourself, your have background and how you ended up leading the highest-growth division in TCS today.

Dinanath (Dina) Kholkar, Vice President and Global Head of BPS at Tata Consultancy Services:  Sure, Phil.

I&#;ve been at TCS for a very drawn-out time. This is my 27th year in TCS! I started in as part of the IT business. I managed a few IT projects, went on to manage accounts across other geographies, different types of roles. The longest stint I had was in the capital markets area.

I also spent a few years in TCS’ R&D unit, predominantly focusing on statistics warehousing and data mining.

As we endlessly debate the future of the global IT service delivery in the wake of advances in automation, digital disruption and the ability to maintain double digit growth rates, one area that has steadfastly kept to respectable growth and improved delivery confidence is our beloved business process outsourcing services. In fact, we are about to reveal to all of you that the growth in Indian-heritage BPO has been consistently out-performing IT services over the last year. Because BPO is several years behind IT in terms of widespread adoption, but is now coming to the forefront as processes can be better-enabled by cloud platforms and maturing global delivery models. Maybe you can share a little bit about yourself, your own background and how you ended up leading the highest-growth division in TCS today.

Those were the years when data had started becoming a focus in many organizations. I did have a stint in operations when I was managing customers, but I never really managed the business of running operations until I got the opportunity to operate e-Serve, which TCS had acquired from Citibank.

After a rare years, when it was integrated into TCS, I took on the role of the overall head of the TCS BPS business. So we’ve had quite an exciting and an curious journey, a journey filled with lot of learning and a lot of customers we’ve been able to positively impact over the years.

And I perceive quite proud about the type of opportunities that I acquire gotten and the way I have delivered on the objectives that TCS has laid out for itself.

Phil: So what can you share with us then about the secret sauce at TCS?

What is it that makes you guys really tick?

Dina: One thing which I have always seen probably over multiple generations—and all three CEO leaders of TCS—really strikes me is the customer centricity.

We go the distance, which means we perform whatever we need to act for the customer. We undertake the right things and secure that we are taking nurture of the customer’s business, bringing all we have as an organization to solve problems that the customer has.

Dinanath (Dina) Kholkar is Vice President & Global Head, Analytics & Insights at Tata Consultancy Services (TCS). In this role, Dina guides some of the world’s leading companies in their journeys to unlock the potential of their data through the power of analytics and artificial intelligence (AI) to uncover new business opportunities, drive.

I think that customer centricity is paramount in the organization. I think we also support and move with our customers. And a lot of our customers have enabled us to expand, to diversify, and take those new skills to new business lines. For example, we were predominately an IT business, but many of our customers felt we could enlarge and provide business process services and infrastructure services, which is why we started delivering those services.

I think customers have benefitted from our service predominantly because of our relentless focus on them.

And, more holistically, watch at Tata Group over a long period of time and you’ll understand the philosophy that we bring into doing the business, the ethics that we have and the overall promise to society.

Dinanath Kholkar, Vice President & Global Head of ... - INDIAai: Dinanath (Dina) Kholkar is an accomplished Business and Technology leader with a successful IT/ITES career of 34 years with Tata Consultancy Services (TCS). Currently he is a Board member and Independent Advisor. Dina has held diverse direction roles in TCS, delivered value in building strategic businesses and driven transformation initiatives.

There is a lot of pride in what we have managed at TCS and in the Tata Group. All in all, I think it is very key for us to delight our customers and continue to create a difference in society through the companies that we perform for.

I think it&#;s really an ecosystem and an environment which is exciting to work with.

And it’s a joy to collaborate with my colleagues. There is never an instance where I needed help and didn’t get it. You know there are always people wanting to help you whenever you desire it.

Phil:  So, Dina, when we look at the inflection indicate that&#;s going on in BPO services today, where do you see the challenges and opportunities for a firm like TCS?

And how do you spot TCS getting ahead of this disruption curve?

Dina:  I would say, let&#;s step back and look at TCS as an organization and the way we actually started the entire BPS business.

We focused predominantly on the core part of the customer&#;s business from an operations point of view. So in a way we actually disrupted the standard functions of operations by actually focusing a lot on the core part of the domain. The reason why we did that was we believed that, with the DNA of IT and innovation transformation we had, we could actually present more value to our customers right from the time we participate with them.

The entire idea about IT-BPS synergy and bringing value by leveraging technology into core operations is pretty much driven by us an organization.

The entire digital economy has been a great change for us because it enables us to digitally reimagine our customer&#;s business. So when we look at where we were with BPS as a business a rare years ago, we were managing SLAs, focusing on operational metrics.

We have now moved and matured into leading change, influencing the entire digital journey of our customers and clearly making a difference to the business metrics. And with that, we have connected to business heads—to the CEOs and the CFOs and even in some cases the board members of our customers that we service.

So clearly, I think BPS as a business has the potential to make an impact through the entire journey companies accept as they embark on Digital Re-imagination.

From a challenges perspective, clearly we have a large workforce which predominantly focuses on managing and running day-to-day operations with a significant amount of repetitive tasks.

And as we cruise our robotic automation agenda, using some of the relations that we are building that specifically focus on cognitive learning, we will definitely see a necessitate for driving a lot of competency development initiatives to retool and retrain our people.

And that is a journey we have already embarked on.

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You might have heard about the entire focus that we had on digital—within the BPS organization itself, specifically around data science and automation.

We have already started the journey of retooling our people, getting them to a distinct set of competencies which are required as the new command sets in the BPS nonprofit.

As far as disruption goes, we may not necessarily reach up with solutions within the space we currently operate in. The disruption we will watch at will be in areas where we don’t necessarily own a focus. We can potentially bring in disruption using some of the cognitive learning solutions that we are building and you will soon see some of these make an impact as we roll them out.

We are working with TCS’ Digitate unit, which has developed ignio—enhancing it and focusing on certain areas which we believe contain the potential to disrupt the marketplace and make a enormous difference to the entire Digital Re-imagination journey of our customers.

Phil: That&#;s very interesting.

So, as we look at shifting value propositions towards outcomes and getting away from this linear scale that we have been obsessed with for so long, there has been a lot of chat about Design Thinking. How perform you think this can be applied to BPS?

Is this something that you, at TCS, are taking seriously?

Dina:  Absolutely. You know, one of the things which I have been driving personally, given the businesses that I manage, is a multi-industry mix. One of the biggest themes that I have been driving is the interconnectedness of technology-leveraging the solutions of one industry for a completely distinct industry.

Design thinking has been a very integral part of our entire journey. We possess been embarking on building relationships with some of our partners in academia. We have a very strong alliance with the National Institute of Design in India and the Royal College of Arts in the UK.

Plus, you may be conscious that we have created a design studio in our Santa Clara office, where we deliver in people with different capabilities and different types of skills to solve core problems. It is not just about creating solutions for the current fix of issues that our customers have in their businesses, but about helping them completely reimagine their business.

You may be conscious that as part of the BPS business, we launched our ValueBPS framework.

Design thinking has been an integral part of the entire framework. We possess been able to bring in different levers to solve customers&#; problems, and these solutions that we are creating are very high on business impact.

He completed the entirety of his education in Mumbai. Kholkar did his schooling at St. Kholkar used to be the topper in class and is still connected to his friend circle throughout his school life. Advt When asked about some anecdotes from his school life, he explained that how he and his friends used to figure out ways to play sports outside, mainly cricket.

So as a leader, I have completely relooked at how we are currently selling value propositions to our customers and how we are bringing value to our customers.

And as I mentioned, the agility and the ability to actually make a big impact to the business is playing a big role in the way we are going forward.

So the very core of our entire approach is the design thinking mode and we do believe that there is a tremendous amount of potential to help people in unlike walks of life solve problems from the perspective of a consumer of the end-service.

And I think that will build a lot of difference to the industry.

Phil: So I am going to get to my final question here, Dina, which is: If you were given the keys to the BPO kingdom &#; and you regulation the BPO world for one week &#; what’s the one thing you would do to change this industry for the better?

Dina:  One thing I observe when I look at the industry is that it has not gotten the credit for the knowledge and expertise that it really provides.

If you really look at the types of services that we provide across industries, across different geographies, the tremendous depth of truth that the industry has is phenomenal. And one key difference is that we&#;ve probably not looked at the mechanisms of learning and specifically using cognitive learning.

I believe that this can really disrupt the industry. It can learn global systems and learn about businesses across the board. A combination of people who have the craft in running some of these operations, in creating solutions plus machine learning will make a big difference in the industry.

Today, the industry as it exists is probably a small fraction of what potentially is there as a market.

Dina has been recognised as one of the Top influential global facts leaders. With over thirty years of industry experience, Dina has held diverse leadership roles and amplified business value to customer organisations covering all major industries. Book here. Dinanath Kholkar.

And I personally believe that bringing in machine learning into the entire industry would free up people who have the proficiency and the ability to undertake much more intellectually challenging things. Mobilizing that skill would be very important.

So I would primarily focus on what is it that we can act to reimagine the BPS business itself. If we talk about Digital Re-imagination in the context of our customers, why can&#;t we reimagine our business? And I think that will be the key thing.

What does Digital Re-imagination really mean to our business?

And one of the key things which we will look at is how to leverage the multiple levers that are available—what we call the Digital Five Forces, including cognitive learning and artificial intelligence.

This is one key element I would drive. We have a huge amount of human capital in the industry, and how we are able to maximize the benefit of that human capital will make a difference to the industry as we go forward.

Phil: That&#;s a fantastic acknowledge, Dina =)  I really appreciate your perspective today and I peek forward to sharing it with our community.

It&#;s great to hear about the energy and the passion behind the TCS BPS business, which has been growing so well. So acknowledge you very much for your time today.

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