Tag: entrepreneurship

How India’s Liberalization Shaped a Generation of Entrepreneurs

Since India began liberalizing its economy in 1991, entrepreneurship in the country has been on the upswing. Some of the most respected companies in the business community today are considered children of liberalization. Take information technology firm Infosys: In the first decade of its existence, from 1981 to 1991, Infosys grew to less than $5 million. In the 20 years since liberalization began, the company has grown to become a $6 billion-plus entity, and one that is well established in the global arena.

N.R. Narayana Murthy, co-founder and chairman emeritus of Infosys, is categorical that the company would not have seen this kind of success had India not set forth on the liberalization path. He has often said, “If there is one great example of the success of liberalization, it is Infosys.” Indeed, at the 16th Wharton India Economic Forum held in Mumbai earlier this year, keynote speaker K.V. Kamath, chairman of ICICI Bank and Infosys noted that liberalization “has allowed a whole new generation of entrepreneurs to flower, execute their vision and add tremendous value.”

In a recent study, Kaustubh Dhargalkar, professor of business design and head of the innovation lab at the Center For Innovation and Memetics at the Mumbai-based Welingkar Institute of Management Research and Development, and his research assistant Rudra Desai, have examined the role that liberalization has played in shaping successful entrepreneurs in India. Dhargalkar’s study focuses on companies listed in Group A of the Bombay Stock Exchange (BSE) from 1995 to 2011. He says that it typically takes three to four years for policy decisions to reflect on firm performance at the ground level; Dhargalkar chose this particular category for the study because it represents the elite, high-performing and sought-after firms. “The listing of a company in this group is an indicator of the success of the company,” he notes. “These are blue chip firms.”

According to Dhargalkar’s study, the number of first generation companies listed in Group A has grown from nine in 1991 to 30 in 2011. That number does not include those start-ups that moved out of Group A for various reasons, such as being acquired by another firm. “If we were to consider the total number of first generation companies getting listed, as well as going out of, Group A on the BSE then 32 more companies would be added to the list,” the researchers write. “In simple terms, 62 different first generation companies got listed in Group A of the BSE [from] 1995 to 2011.” That’s an increase of 588%.

But even if one were only to consider the 30 companies that were listed on Group A and did not move out during the period studied, the increase in percentage terms since liberalization is still significant. In 1995, first generation companies accounted for 9.78% of the firms listed on Group A. In 2011, they constituted 15.08%. According to the study, moving forward “the gap in numbers between the first generation companies and older established companies will gradually reduce, though not get bridged…. If reforms are pushed by the government in an orderly manner, the Indian entrepreneurs would continue to create big-ticket successes.”

But given the current state of Indian politics, where the government has been reduced to a state of policy paralysis due to charges of corruption, what will be the effect on entrepreneurship? “There will be some impact,” Dhargalkar says. “But the power of entrepreneurship in India has been unleashed by the liberalization process and even if the pace of reforms is slow, entrepreneurs will find a way to move ahead.”

Dhargalkar lists four key reasons for the increased influence of first generation companies in the post-liberalization era: Technology has substantially reduced the costs associated with niche marketing; stock markets have become more efficient and transparent and made it easier for entrepreneurs to access money; the costs of starting up an enterprise have fallen because of access to angel investors and venture capitalists; and Indians have opened up to entrepreneurship.

Pointing out that entrepreneurs are important in any economy because they create employment, generate new ideas and implement new techniques in management functions, Dhargalkar notes: “Over time, entrepreneurs will increasingly contribute to India’s GDP and also have a greater impact on the socioeconomic fabric of the nation.”

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How Arab American Tech Entrepreneurs Can Help Arab Spring Countries

Arab-American technology entrepreneurs have a special role to play in helping Arab Spring nations find their way back to stability and development, according to David Hamod, CEO of the National U.S.-Arab Chamber of Commerce.

Addressing an audience at the Plug and Play Tech Center, a well-known Silicon Valley incubator run by Iranian-born Saeed Amidi, Hamod said such members of the Arab Diaspora could provide the experience and skills needed to jump-start innovation in Arab economies. “For the Arab world to make the transition from hydrocarbon-based economies to knowledge-based economies, the next big thing, in a sense, is innovation,” Hamod noted. “Innovation, hand-in-hand with entrepreneurship, will create those productive jobs that are so vital to growth in the Arab world.

“There is a special role to be played in this process by Diaspora Arabs, who have made it in Silicon Valley, who have learned the lessons of Silicon Valley and who are uniquely situated to share those lessons with the Arab world,” he added.

Hamod spoke at a global forum examining ways to harness the economic potential of the Middle East and North Africa (MENA) region in the aftermath of the Arab Spring revolution. At a time of uncertainty as well as promise, Arab-Americans are looking inward to discover their role in helping usher in democracy and economic stability in their traditional homelands. He told forum attendees that technology alone is only part of the equation. “If the Arab Spring at its heart is about dignity, respect, having a voice, reducing economic disparities and being able to put bread on the table for one’s family, then there’s no time to lose in promoting innovation through entrepreneurial ecosystems,” he said.

Throughout the day, some of Silicon Valley’s leading Arab-American technologists reiterated Hamod’s applause-inducing speech by creating an atmosphere that resembled a high school pep rally. There were discussions about cultivating the start-up ecosystem in the Gulf region and perhaps most important, getting access to venture capital. It is that final hurdle that deserves a watchful eye in the coming months as the grassroots revolutions turn to the formation of new governance, observers said. Political resolution might encourage the citizenry to return its attention to the daily duty of work. Hamod predicted that there will be no return to the status quo, but where that leads the region is anyone’s guess.

The forum was held on Martin Luther King Jr. Day, and Hamod found a parallel between King’s fight for freedom in the 1960s and the protests in the Arab world that have broken the stranglehold of entrenched regimes. He quoted from a portion of King’s famous 1957 speech delivered at the Prayer Pilgrimage for Freedom in Washington D.C.: “Sometimes it gets hard, but it is always difficult to get out of Egypt. The Red Sea always stands before you in discouraging dimensions. And even after you cross the Red Sea, you have to move through a wilderness with prodigious hilltops of evil, gigantic mountains of opposition. But I say to you, keep moving. Let nothing slow you up. Move on with dignity and honor and respectability.”

King’s speech was meant for an African-American constituency. But it sounds less ethereal to modern Arabs, especially those who risked their lives in Tahrir Square protests one year ago, and for those who continue to grapple with how to move forward after creating unprecedented change.

See also:

From Iran to Silicon Valley, a Serial Entrepreneur Leaves His Mark

Aramex’s Fadi Ghandour: Unrest Demonstrates Why It Is Important for Arab Entrepreneurs to Build New Ventures

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How Google Is Trying to Grow Egypt’s Tech Industry

When bullets began flying in front of the State Television Building in downtown Cairo in October, Wael Fakharany had to run for cover. Fakharany, country manager for Google North Africa, was on his way to a TV studio interview when dozens of protestors outside the building were killed. “I was shot at,” he says. “The country is in chaos.”

And during the revolution that led to the unseating of Egyptian President Hosni Mubarak, Fakharany recalls dealing with state police visits on a daily basis. But the upheaval Egypt has seen since the Arab Spring began has not made him despondent. “To be honest, this gave me a lot of energy. Egyptians need help, and I’m a firm believer that technology can change Egypt — its economic landscape, the cultural landscape and the political landscape.”

That’s why Fakharany and his team are enthusiastic about sponsoring a start-up competition in Egypt called Ebda2 — Arabic for “start” — that seeks to support local innovators and entrepreneurs. It is the first time that Google has ever directly supported the development of a country’s tech industry.

“This is the way forward for us, to get more and more people involved and expand the technology market,” Fakharany notes. “This is an investment to us. There are thousands of kids who are starting their own technology ventures, a few of them become sustainable, a few of them become regional and a few of them become a great success for Google and for me as an Egyptian.”

Part of the goal behind this competition, Fakharany says, is to challenge the notion in the Middle East that failure must be avoided, and only certain jobs are acceptable. “It’s deeply rooted in the culture, so we cannot change some of that,” he says. “But we want to change the culture of graduating from college and waiting for a job.”

The competition will go on for seven months, during which entrants will receive advice and mentoring from Google employees and Egyptian tech entrepreneurs. The contest will be administered independently from Google, just to keep it fair and free for all participants.

Fakharany notes Google received 3,000 applications in 15 days. “It’s about taking the idea, having the skills, and basically sharpening the skills, and creating a working prototype,” he says. The competition is now down to 200 finalists. In May, one winner will receive $200,000 from Google, and finalists will get to pitch their ideas to Silicon Valley investors.

Ultimately, Fakharany says his scope for the start-up program goes beyond the year. He hopes the competition will not only discover would-be tech entrepreneurs, but also create a network of Egyptian investors. “The network of angel investors in Egypt simply does not exist,” Fakharany points out. “What I want to do is not create the funds, but the first angel investor network. This will let them keep their money, but allows them to access ideas in cloud computing, or engaging Arabic content.”

The start-up competition is one of a number of initiatives that Google is undertaking in the Arab world. The Middle East is also included in the YouTube Space Lab competition, which seeks student experiments that could be demonstrated by astronauts in space.

Google is also expanding its presence in the region. According to The National newspaper in Abu Dhabi, the search giant doubled its regional workforce in an effort to gain a larger stake of online advertisement spending there. Regional Google searches have grown 30%, the paper notes, while its online advertising market has grown 118% in 2011.

Fakharany says that the Arab Spring has played a part in developing that growth. “When I started at Google four years ago, there were four million people online in Egypt,” he notes. “Now there are 28 million people online. Everything has changed with the revolution. If you look at the number of YouTube playbacks per day, it’s grown from two million playbacks in January to 28 million right now.

“The revolution has just helped us — everyone knows about the Internet now, and it is becoming a mainstream source of news,” he adds. “If you look at our search index, before the revolution, it was 15% celebrity news and gossip. Now 24% of our index is news [related to] the revolution.”

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Innovation Tournament 2011: The Winners Are …

Turning clunkers into hybrids and powering Tanzanian villages with rechargeable batteries are just a couple of the ideas to come out of Knowledge@Wharton’s second annual Innovation Tournament. Sponsored jointly by K@W and Wipro Technologies, the tournament challenged innovators from around the world to compete for a total of $40,000 in cash prizes.

The top 14 submissions were invited to Philadelphia on April 27 to present their ideas to a panel of judges made up of academics and industry leaders. After the winners were announced, Knowledge@Wharton interviewed the victors in each category and the grand prize winner:

Best new customer-centric innovation: L3, a new video encryption technology, represented by Anil Gupte:

 

Best new sustainability innovation: Welectricity, a social networking site that encourages energy savings, represented by Herbert Samuel:

 

Best implemented customer-centric innovation: WiseWindow, a data service that collects, sorts and displays customized business intelligence in real time, represented by Alex Costakis:

 

Best implemented sustainability innovation: Revolo, a process that converts old automobiles into hybrids, represented by Rajeev Kulkarni:

 

Grand prize winner: EGG-energy, a battery swapping service in Tanzania, represented by Rhonda Jordan:

Check out Knowledge@Wharton Wednesday for more coverage of the Innovation Tournament.

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