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<ul><li><keyword id="6357150" type="ORGANIZATION" weightage="20" keywordseo="tcs">TCS</keyword> had plans to revamp its image before the pandemic and it wants to make it clear that its new tagline is not a rebranding — but an evolution.</li><li>In an interview with Business Insider India, the company’s Chief Marketing Officer (CMO) <keyword id="8605345" type="UNKNOWN" weightage="20" keywordseo="Rajashree-R">Rajashree R</keyword> explains how it took 10 months, talking to over 100 clients, and coordinating with 460,000 employees to bring the brand’s new image to life.</li><li>The millennial makeover isn’t just for the IT services company’s clients, but a new playbook for its employees to invest in.</li></ul>India’s largest software exporter, <keyword id="6357585" type="COMPANY" weightage="20" keywordseo="tata-consultancy-services">Tata Consultancy Services</keyword> (TCS), has gone through what could be called an ‘adulting’ moment. Having been around for more than half a century, the company has rebranded itself to showcase its bold aspirations for the future. From ‘experience certainty’ — coined in 2005 — the IT services behemoth’s tagline now reads, ‘building on belief’. It took 10 months, talking to 100 clients, and coordinating with 460,000 employees to bring the brand’s new image to life. Even until the last minute, TCS was course-correcting to make sure they got the messaging ‘just right’, according to Rajashree R, the company’s chief marketing officer (CMO. “We went through a lot of iterations, a lot of feedback — sometimes we were tweaking, sometimes we were making large level changes. I remember even last night they were correcting stuff,” she told Business Insider during a Twitter Live. <div type="twitter" handle="BiIndia" handlename="Business Insider India🇮🇳" image="http://pbs.twimg.com/profile_images/1232926719016718336/sfffJHNV_normal.jpg" favoritecount="36" retweetcount="8" status="#HangoutwithBI: @iyer_sriram in conversation with @TCS' Rajashree R on how India's largest software exporter TCS is… https://t.co/GJG2J8rQ3q" createdat="1617100284000" id="1376844503286382599"></div> A millennial makeover with employees at the centre TCS is one of the largest private sector employers in India. They already have more than 460,000 employees across the globe with many more waiting in line to join TCS’ growth story. “Our employees are our biggest brand ambassadors,” said Rajashree. She explained that they are the people who communicate directly with customers, which is why it’s very important that they understand the brand better than any promo, ad campaign or social post can put across. Even when discussing TCS’ new look, the company made it clear that it wanted to get millennials to come and share their opinion considering that the organisation’s average age is between 26 to 27 years old. “This was not like a boardroom activity. We had youngsters who came and shared their views about TCS and what they felt about the organisation and what they wanted to talk about,” Rajashree told Business Insider. And the main aim behind that was to make sure that it was an all-inclusive process. It’s not a rebranding — it’s an evolution Despite the timing of it all, the decision to rebrand TCS was not something that was triggered by the pandemic but already in the works before COVID-19 reached the borders of India. “Even before the pandemic struck, we wanted to refresh our positioning because we felt we wanted to have a branding messaging platform that is a reflection of who we are as an organisation today, which is very different from what we were a decade ago,” said Rajashree. TCS wants to be clear about the fact that it’s not moving away from its promise of offering clients certainty but that it’s evolving to showcase how the brand goes hand-in-hand with its clients to work towards a shared purpose. Simply put, TCS is still offering what it always did — just a little more now, because it can. Moreover, technology is at the centre of it. Across the industry, the pandemic has been a lesson in how company transformations going forward are going to be centred on technology. For a company like TCS, it’s an opportunity to shine. “We're not becoming somebody else. We're just finding the right messaging statement to position TCS much more strongly,” said Rajashree, clarifying the thought process behind the company’s new tagline is growth. The aim is to “provide wings” to TCS’ many business teams and help them position the brand better. TCS has its fingers in almost every pie, from aviation to financial services to retail. This means that there are many stories to be told. “Even as a CMO, there are stories that I have not heard, there are stories that I don’t know,” Rajashree remarked candidly. The rebranding of TCS, in part, is about having a platform to tell stories that have not been told yet. And the audience isn’t just TCS’ clients but also their employees, shareholders and partners, according to Rajashree.

10 months, 100 clients, and last minute course corrections — TCS CMO shares all the work behind the software giant's new look

The story behind TCS taking a new avatar

CEO <keyword id="6369763" type="PERSON" weightage="80" keywordseo="Vishal-Sikka">Vishal Sikka</keyword> is doing everything he can to achieve his target of making <keyword id="6354512" type="CITY" weightage="80" keywordseo="Infosys">Infosys</keyword> a $ 20-billion company by 2020. With his aim in sight, Sikka has started preparing blueprint for the same. 
 
To achieve his goals, Sikka plans heavy-mining top 100 clients of the company and assign each of them with dedicated partners. The CEO also plans to drive up margins through automation, squeeze higher share of revenues from services like consulting and acquisitions. 
 
In a bid to turnaround the fortunes of Infosys, Sikka himself is dedicating more time with company’s top customers like Bank of America and Apple. 
As per the insiders, Sikka has made it a top priority for the company's senior management to help mine these accounts. 
 
"If you look at the past few years, TCS and Cognizant have been far ahead of Infosys in terms of incremental revenue generation. So mining the top accounts and maximising revenues is the centre-piece of the new-and-renew strategy," the source told Economic Times. 
 
Top customers like Microsoft, Phillips and ABN AMRO were briefed on the company's strategic bets during the Infosys Confluence last month. Infosys is targeting incremental revenue growth -- a similar strategy adopted by larger rivals such as Accenture and Cognizant. Infosys is also looking to strengthen the sales teams assigned to these accounts. 
 
During the event, Sikka also told customers that company’s design-thinking approach has so far generated over a 100 consulting projects. 
 
Infosys has trained about 25,000 employees in design-thinking and another 22,000 would be trained in the ongoing financial year. Infosys has also trained about 1,000 employees in artificial intelligence. 
Infosys is also making a strong push towards automation in its existing commoditised businesses. ET reported the company has set a long-term internal target of up to 70% automation in its infrastructure management business, and up to 55% automation in its business process outsourcing business. 
 Presently, 35-40% of its BPO processes are automated. Sikka aims to generate 10% of the company's overall revenues from new fields like analytics and <keyword id="6373689" type="ORGANIZATION" weightage="60" keywordseo="Cloud-computing">cloud computing</keyword> by 2020. 
 
In BPO, Infosys also plans to roll out offerings like forecasting-as-a-service, big data, analytics, digital asset management and search. 
 
"The company needs to increase organic per capita revenue to at least $75,000 in the face of 'tremendous pricing pressure' that the CEO foresees for this business," UBS Analyst Diviya Nagarajan said in a note to clients last week, adding, “We view this as a significant challenge as it will entail substantial organisational change with a limited safety margin." 
 
Infosys, which will launch a rebranding campaign in the upcoming months, plans to hire about 25,000-30,000 employees this year. 
 
(Image:Indiatimes)

Know how Vishal Sikka is preparing to turn Infosys into a $ 20 billion company

In the <a href="http://www.businessinsider.in/enterprise/India-Must-Look-Beyond-Microsoft-Heres-Our-First-Set-OfArguments/articleshow/30992782.cms">first part</a>, we have looked at the extent of <keyword id="10387" type="CITY" weightage="80" keywordseo="Microsoft">Microsoft</keyword>’s reach in Indian homes, offices and schools. We have also examined the waning usage of its products, thanks to the rise of innovative and free alternatives, compounded by people’s inclination to use a single device for work, pleasure and learning. Now let us look at the implications of technology usage in India and how the IT services industry can safeguard itself from falling into a rut by asking itself <a href="http://en.wikipedia.org/wiki/Where_do_you_want_to_go_today%3F">the same question</a> Microsoft has asked the world for years! 
 
Microsoft is firing blindly Right now, Microsoft is like a headless monster whose pie is being eaten by two equally huge beasts – <keyword id="6354427" type="CITY" weightage="80" keywordseo="Apple">Apple</keyword> and <keyword id="6355629" type="CITY" weightage="80" keywordseo="Google">Google</keyword>. Of course, Ballmer &amp; Co. waged many wars in the recent past. They launched the Surface tablet to take on the <keyword id="101239" type="CITY" weightage="40" keywordseo="iPad">iPad</keyword>, pitted Windows Phone against <keyword id="75489" type="ORGANIZATION" weightage="40" keywordseo="IOS">iOS</keyword> and set up Bing against Google. They fought on TV, they fought on <keyword id="10879" type="CITY" weightage="40" keywordseo="YouTube">YouTube</keyword> and they fought in courtrooms. But all they’ve won so far is a horde of indifferent consumers. As a result, staff and investor morale has taken a beating – many insiders are complaining about the dearth of flexibility and death of innovation at Microsoft. 
 Microsoft finds itself grappling with a new world where the personal computer, on which it built its empire, has no place. The chaos is apparent even in their flagship business – Windows. Windows 8.1, Windows Phone 8 and <keyword id="1016196" type="POSITION" weightage="40" keywordseo="Windows-RT">Windows RT</keyword> are indistinguishable from each other and need to be merged into one cohesive Windows. 
 
But it has (nearly) endless ammo 
However, it’s too early to write off Microsoft. Big companies don’t die easily. Apple has languished at the bottom of the industry for a decade and a half before it rose from the dead to become the world’s most valuable company. 
 Microsoft is still far above the rest with a market cap of $300 billion and cash piles of around $80 billion. Forbes contributor <keyword id="2076402" type="PERSON" weightage="40" keywordseo="Mark-Fidelman">Mark Fidelman</keyword> has gone as far as to suggest that the company will be bigger than Apple in three years’ time, spurred on by the One Microsoft initiative, which will give users and developers an integrated experience across the phone, tablet, PC, console and the TV. 
 
The road ahead 
There is a distinct possibility that Apple-quality smartphones and tablets will become commoditised. In such a scenario, software may once again dictate a user’s choice of hardware. However, Microsoft, or any other software company for that matter, will not be able to take advantage of such a shift. 
 Thanks to Apple and the <keyword id="6355645" type="COMPANY" weightage="40" keywordseo="android">Android</keyword>, there are only two ways in which software proliferation may happen. One, it can be bundled together with the hardware to form an integrated system, which you can sell for a great profit, should it capture the public fancy. Two, it can be given away and opened up to the development community, which might well transform it into something bigger than you ever imagined. You can then try and figure out a way to churn out profit from it. 
 
Companies can no longer do a Windows and make profit by selling unified software for other companies’ hardware because code is now a commodity. Indian tech firms have risen to prominence on the strength of their coding skills, unlike the Far East’s hardware manufacturing titans. So this is a slow but definite turn of events of which they need to take very serious note. 
 
Trickle-up instead of trickle-down Whatever Microsoft’s future might be, Indian homes and workplaces will have to extricate themselves from their dependency on Microsoft software and technology. So that when the world moves on to Android’s next delicacy, <keyword id="300053" type="COMPANY" weightage="40" keywordseo="Google-Docs">Google Docs</keyword>, and whatever lies beyond that, we don’t find ourselves stuck in 1995. So that when kids in the US build their own apps and hacking code to change the rules of their favourite games, we, too, can pursue a national pastime other than Solitaire. 
 
Change has to start from schools, colleges, institutes and offices. The process has begun, but not as a result of conscious effort; therefore, only a few are aware of it. On the education front, <a href="http://en.wikipedia.org/wiki/Aakash_2">Aakash 2</a>, the much-publicised and subsidised tablet for students, operates on Android 4.0. In the industry, small firms which used to be known as software companies, have leveraged the transformation of the Internet and rebranded themselves as Web &amp; app development firms. PHP and other open source languages are becoming the mainstay of programming and coding in India, reducing the use of Microsoft’s .NET (which includes the once all-powerful Visual Basic) to just an option. 
 
How change will impact us 
The Indian IT industry should be able to comprehend these changes and must adapt quickly. Organisations and individuals in the US and Europe, places from where India gets the bulk of its back-office processing work, have moved on to more nimble platforms, devices, operating systems and productivity tools. But Indian firms, with their service-focused mindset, are always late adopters of technology (that has been tried and tested in the West) and that puts them at the risk of getting pushed to the bottom in terms of innovation and growth. 
 The local bigwigs – TCS, <keyword id="6354512" type="CITY" weightage="40" keywordseo="Infosys">Infosys</keyword>, <keyword id="10862" type="CITY" weightage="40" keywordseo="Wipro">Wipro</keyword> and others – should be deeply concerned about the continued lack of innovation in their offerings. Being a profit-making, back-office mammoth that deals with technology any grandfather in the US and the UK can understand is not exactly a creative way to avoid the Fat, Dumb and Happy syndrome in the business. 
 To achieve great success, businesses need to embrace great failures and take on immense capital risk. Subroto Bagchi, co-founder of <keyword id="6357902" type="COMPANY" weightage="40" keywordseo="MindTree">Mindtree</keyword>, cited the development of a new drug or auto model as examples of initiatives that require billions of dollars in R&amp;D just for the remote hope of hitting the mass market. That kind of <keyword id="6357455" type="EVENT" weightage="40" keywordseo="Funding">funding</keyword> doesn’t exist in India, especially in the early stages of product development. 
 TCS and Infosys have the capability to <keyword id="47916" type="UNKNOWN" weightage="40" keywordseo="invest">invest</keyword> this kind of money, and have the potential to grow and retain intellectual property, as part of an innovation-through-experimentation process. But they choose to stick to the cheap-and-cheerful, well-trodden paths. The truth is that Indian companies mostly reflect the overwhelming public mindset – that of risk aversion. 
 Kiran Mazumdar-Shaw, CMD of <keyword id="6358361" type="CITY" weightage="40" keywordseo="Biocon">Biocon</keyword>, hit the nail right on the head in an attempt to answer if the next Apple or Google could be born in India: 
 
Investors in India prefer predictable, imitative business models and me-too products, where they have the visibility of assured returns. Thus, Flipkart – which is modelled on <keyword id="6391410" type="CITY" weightage="40" keywordseo="Amazon-com">Amazon.com</keyword> – has received a lot of investor interest in India. On the other hand, business models that are truly innovative and untested find no takers among the investor community here. 
 
Innovation, investment and marketing are the three legs on which businesses are built. Remove one and the tripod comes crumbling down. Bereft of innovation, Microsoft risks turning into just any other company. Closer home, Infosys is making similar mistakes. 
 
It’s time we stop ‘looking up’ to people, companies, governments or technology and start ‘looking beyond’ them.

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10 months, 100 clients, and last minute course corrections — TCS CMO shares all the work behind the software giant's new look

Prabhjote Gill

The story behind TCS taking a new avatar

Business Insider India

Know how Vishal Sikka is preparing to turn Infosys into a $ 20 billion company

BI India Bureau

Looking Beyond Microsoft: Where Do You Want To Go Today?

Rohan Ayyar

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